The interviews featured three managers in different fields done at their workplaces to determine differences in management styles. Also interviewed were one staff member working for each of the managers to get a clear picture of the effectiveness of their management styles. The managers were asked a set of self-assessment questions, which included:
- how they would assess their own management style
- self- assessment on decision-making
- staff motivation techniques
- staff participation in organizations strategic planning and
- communication channels in the organization. Their staff members were also asked the same questions but focusing on their assessment of the managers skills.
The first manager interviewed was Sanjay Kumar, a manager at an information technology firm that develops computer-based software with five years of experience. Sanjay went into business after college where he graduated with a bachelor’s degree in information technology. He had no prior experience in management and has fifteen employees working for him. Sanjay explained that he reads materials on management skills and regularly attends seminars on development of good leadership skills. The interview with Sanjay revealed that he is a manager who works very closely with his staff. He is keen to ensure that accuracy and professionalism are maintained at all time in the organization. He considers his management style as democratic. On decision-making, Sanjay said he is aware that he cannot please all and deals diplomatically after gathering important information always consulting relevant departments in the organization. Sanjay keeps a pleasant sense of humor to promote a happy environment for his staff to embrace a fun attitude at work. He holds regular staff meetings and occasionally treats his staff to a ball game or trips as a team building activity He also involves his staff in the firm’s strategic planning. They contribute in development of the plan by outlining among other exercises, the strength and weakness opportunity and threats analysis tasks; this he says gives them a sense of participation in major operational issues in the firm. Sanjay has adopted a revolving door policy in communicating to his staff; he keeps meeting his staff regularly, and allows their opinions through emails, teleconference as well as face-to-face meetings.
An interview with one of Sanjay Kumar’s employees, Eric Matola revealed consistency with his boss’s interview. The staff member pointed out that Sanjay works very closely with him and the rest of the staff members and that Sanjay was keen on specifics of production. Eric said that Sanjay also consults him and other staffers on matters concerning the organization and he does not hesitate to consult Sanjay incase of any matter arising in the course of his duty. The organization’s staff meets every first Tuesday of the month to asses and motivate themselves where prices are awarded for work well done. He also communicates to the management through emails and is free to express his concerns. He feels part of the firm and has been working in this firm since it began and feels that his boss is a role model and a motivating factor in his career.
Close analysis of Sanjay reveal that his management style works for is organization. His firm produces high quality computer based soft wares and the sales figures are indicative of this situation. As seen in the interview, Sanjay applies both democratic and affiliative management styles. He achieves his goal through consensus and participation of his staff. He seems to want to motivate his staff to work rather than dictate. Sanjay has created a sense of joint participation and responsibility by seeking his staff’s opinion on serious issues like the organization’s strategic planning. Sanjay aims at creating harmony among his staff by building an emotional bond. He motivates his staff by creating an atmosphere of friendliness in his organization.
The second interview featured Dina Jones, a chief executive officer of a donor non-governmental organization that supports education of visually impaired children. Dina is a holder of master’s degree in Business management and has ten years experience in her field. She regularly attends leadership and management seminars to build and refresh her management style. She has a staff of ten and she is answerable to a board of governors in which she serves as a secretary. The second part of this interview also featured John a financial officer in the same organization. They were presented with the same set of questions that Sanjay and his employee answered.
Dina believes that her style of management is democratic. Her objective is to create a sense of participation among her staff and enjoys working with self-motivated people. Dina makes decisions that favor the organization’s vision and mission. She has a mandate to fulfill and is committed to it. Her staff meets once every three months to review performance; Dina regularly organizes capacity-building workshops for her staff in partnership with other organizations, this is one way she motivates them to perform their duties. Dina asserts that she pays her staff well including all the necessary benefits to keep them highly motivated and as a measure of attracting professionalism in the organization. Once a year she organizes for them a seminar that focuses on strategic planning and here they discuss the goals of the organization and reviews them together. All communication channels in the organization are formal as there are set procedures in addressing all matters arising at work.
John, a financial officer at Dina’s firm, has been working there for six years. He joined the firm from a financial institution where he performed similar duties. John thinks of his boss as assertive and has a good management style. John says that Dina makes decisions after consultations with relevant departments. She handles her staff professionally and this gives him a feeling of security and motivation. The staff members meet regularly and other times hold capacity-building workshops that motivate them and update their skills with new techniques. He asserts that the staff meets once a year at the beginning of the financial year to work on the organization’s strategic planning. He adds that each member’s contribution to this session is highly regarded. Communication channels are open but there exist established procedures followed in the communication process and this maintains professionalism in the organization.
It is clear from the two interviews that Dina Jones’s management style is democratic. In order to attain the organization’s objectives, Dina employs an all participatory technique in organizations activities and transfers it to the staff members. She consults with her staff members in order to seek their opinion on important matters. Dina encourages her staff to determine their own course while building their skills to empower them in this regard. This enables them to undertake this responsibility. She instills a sense of ownership by involving them in the strategic planning of the firm. This reduces implementation conflicts while motivating them, as their opinion is valued. As revealed by John, Dina seems to keep a good and friendly working environment in the organization while maintaining professionalism.
The third interview featured Peter Tanski, a chief executive officer of a small audio book recording firm. Tanski is a college graduate with fifteen years experience as a manager. He has worked in this firm for the last four years and has no prior experience in audio book industry and he has four people working under him. Also interviewed was Sammy Mbuggs who is an experienced studio engineer and joined Tanski’s firm three years earlier.
Peter Tanski believes in getting things done, he says that he gets things done by making the right decision. He claims to consult with his staff but also upholds his opinion over theirs. He believes that the success of the firm lies with him and no one else. Tanski vehemently declared that he made decision based on the arising situation. His decision is final and cannot be objected by anyone in the firm. When asked about staff motivation, Tanski mentioned that his staff are self-motivated and do not need to be further motivated. He said that he pays them for work done and that is enough motivation, he adds that what is important is the work they do. This firm does not have any form of team building activities and Peter Tanski does all the strategic planning in the organization. He agrees that he sometimes involves the staff in work planning but to a lesser degree. Asked about how he communicates important ideas to his staff, Peter replied that he calls for meetings when there is a need to do so. He admits that he appreciates his workers’ opinions and respects them but highly regard his opinion over theirs. They are welcome to present their issues to him but they are never a priority, he determines which issue to deal with and never promises to help in solving them. Peter believes that his ideas are paramount to the recovery of the already cash starved business.
Sammy Mbuggs revealed that his boss Peter is a poor manager and that he is a hindrance to the success of the firm. Sammy was honest and was concerned about the future of the recording studio. Sammy and his colleagues are not paid as agreed on their work contracts. He claims that Peter decides when to pay them and this greatly affects the quality of their work. Sammy said his boss does not value his opinion despite the fact that he is knowledgeable in the industry. Sammy has considered leaving the firm to find work in another recording studio. The firm seems to perform poorly and blames this on his manager’s lack of commitment and single handedness in running the business.
Close analysis of the situation in this firm reveals that Peter Tanski’s management style is authoritarian. Peter runs the business unprofessionally and worse of all is that he is ignorant about it. It is clear that his staff feel worthless, as he does not consider any ideas from them. His staff waits for his instruction and cannot perform any duty; they lack teamwork, as peter is the sole planner. Peter’s instructions appear to be forceful; he makes fast decisions and not necessarily good ones. He gets things done the way he wants them and listens to none of his employees. It is also clear that the working environment at peter’s recording studio is tense and not conducive for his staff members. Peter sees himself as the authority figure and his position uncompromising. The situation questions his people handling skills and intentions of operating the business.
Conducting these interviews pointed out the successes in the management style of two interviewees and failure in one of them. The first interviewee, Sanjay Kumar appears to be successful in applying his managerial skills. Despite the fact that he has had no prior experience in managerial position, he exhibits exemplary skills in handling his employees. Eric his employee is a testimony of Sanjay’s outstanding leadership qualities that have contributed to the success of his business, he singled out Sanjay’s attitude towards the employees and how he values their opinion as a major reason for the success of the firm and looked up to Sanjay as a role model. Sanjay acknowledges the importance of understanding and improving his management style. He pointed out in the interview that he continually reads and attends seminars to improve on these skills. He seemed to have achieved the desired work environment as is shown by the positive impact it has on his employees.
Like the first interviewee, the second one Dina Jones is also successful in applying her management skills. Jones not only values her employees but also understands them. She knows how to motivate them to get the most out of them. Dina understands that financial reward is the ultimate motivation in any firm and applies it appropriately. She maintains a professional atmosphere at work that positively influences her staff. Dina Jones invests in her staff. She improves on their skills through capacity building and pays a good price to maintain them. Her management style has worked for her and she is able to move the organization’s mission with no resistance from her staff. Her financial officer John asserts that Dina is a motivational factor in their organization. This is a testimony of the effectiveness of her management style and an acknowledgement of her efforts.
On the contrary, the third interviewee Peter Tanski is not a successful manager. It is clear from the interview that Peter lacks focus on important management issues. He does not believe in proper management skills as a means of streaming this organization. Peter seems to have lost touch with his staff. He does not value his workers and sees no reason in rewarding them; he does not pay them on time. He also does not understand the importance of teamwork. Looking at Peter’s interview and comparing it to Sammy his worker is indicative of lack of proper communication channels in his firm. He thinks highly of himself while his staff thinks otherwise and he is not aware of this. Peter Tanski’s management style is by default and not by knowledge. This management style is surely not suited for his business and only hurts the organization and the people who work in it.
Looking at these management styles, it is easy to assimilate the one that is either popular or one that most people apply to achieve success. My personal ambition is to understand all the management styles so that I could develop the ability to apply any of them whenever appropriate. Furthermore, I believe that no one particular style is perfect and by understanding the styles one would be able to apply them from an informed position and not as Peter Tanski who ignorantly applies a management style he knows nothing about. To be an effective manager in the future, I will strive to learn more on management styles and how they influence people and the best one in any particular environment or field.