Management training can help you understand your own preferred approach to managing others and ensure that you take advantage of your natural abilities (as well as working on those things that you don’t find so easy, or perhaps are not able to do as well as you would like). The challenge is that, unlike some things in life, there isn’t a right or wrong way of managing – just a bundle of positive and negative consequences of the style you do use.
Maybe a good start point is to understand the options! A well documented method of looking at the approach to management (and leadership), is to use the Autocratic/Democratic continuum model. Firstly let’s confirm what the two opposite directions on the continuum are:
1. Autocratic Preference
In essence, this approach is about telling people what to do and making sure they do it. If you read the earlier blog posting “A Starting Point for Management Training”, you might be able to see how (and why) this is often the preferred approach of “X” theory thinkers (McGregor’s X/Y theory). This style is best suited to, and often found in, organisations that have “Taller” management reporting structures, with clear hierarchies and smaller numbers of staff reporting to each manager (narrow spans of control). Power in organisations that operate this way is typically centralised and all significant decisions are made by a small number of more senior people in the business; this can result in a faster decision making process, however people may be less willing to engage with the decision.
2. Democratic Preference
This approach tends to be much more involving and consultative; views and opinions are frequently sought on what and how things could be done. Ideas are usually welcomed (and encouraged) and when someone makes a business suggestion it is truly considered for its potential.
Power in organisations that operate this way is usually de-centralised. Decisions tend to be spread broadly through the organisation and usually made with consultation and by those closest to the point of impact of the decision. As there is a need for trust and confidence in others to make the best decisions, so this approach is more likely to be adopted by “Y” thinkers (according to McGregor’s theory), and fits comfortably with the “Y” thinkers view of people at work. The consultative nature can be seen as slowing down the decision making process but if done properly, people tend to adopt and positively respond to the decision more readily
It would be interesting to hear what you think is the dominant style and approach in your organisation and how this fits with your preferred style of management? Feedback via the blog comment box if you would like to take part in this dialogue.
By John Freshney | Righttrack’s Head of Design and Development