Improving Management Styles and Their Function

Improving Management Styles and Their Function

In the article When the Problem is Management, author Lawrence Sawyer takes a look at the different styles that managers have in their practice, how they can better perform their functions and how they relate to the four basic functions of management. As an internal auditor, Mr. Sawyer provides some insight to these managers in helping them and their departments make better use of the tools they have and points out what basic function they are violating. This article and its basic points relate directly to the assigned 1st week's reading in our Management 330 textbook and is an excellent example in how to relate the reading to a real life example. Ways to improve one's own organization or their specific department in their own organization can be taken and applied as well, as this article is an excellent review on the functions of management and how they put their practices into effect.

In the article, Mr. Sawyer recalls many experiences he has had in dealing with managers of different organizations and how he has found that whatever flaws was found could be directly related to the four basic functions of management, which are planning, organizing, directing and controlling.

Planning is described as the function preceding all other functions and allows a smooth and proper flow through the remaining functions by establishing objectives and goals and following procedures and rules that have been set. An excellent example was given of an audit performed for a company where a manager's practice in governing his engineer's time schedule was scrutinized. The manager was made to realize from his own work how he had three years of planned backlog. This was seen and accepted by the

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manager and corrective action was taken to regain control of the tasks at hand. Better planning practices were implemented to establish priorities and cut completion time expectations for his engineers.

Good organization practices are described more as a counter to failure than a guarantee for success. Responsibility, authority, and accountability are the basic aspects of organization that the author takes a look at. An example made was that of a purchasing department where the buyers were not required to obtain managerial approval for purchases under $100. While supervision could not possibly take place on every single order, the advisory was made to review random samples and make sure proper directives were maintained.

The function of directing "is the process of moving resources toward objectives and goals." (Sawyer pp.7) It is also made clear that people are most motivated to accepting or conforming to an idea or directive when they see it directly affecting them.

Controlling is properly placed after the directing function, as it helps to ensure that action is taken to achieve the objectives and goals placed. Much of this is comparing results with past or desired results and correcting any uncovered problems.

A direct relation is made with these four functions and that of the purpose of management. By using them to their advantage, a good manager can handle any situation that comes to his attention, while a manager that doesn't have a sound understanding may waver in his decision-making.

Sawyer goes on to note that there are four different models of management that have developed and are currently in use. The first being autocratic portrays the manager

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that exudes total control in decision-making and very little delegation. The second is the custodial manager that sees their subordinates as being motivated by their paychecks and just need to be productive instead of worrying about goals. The third is the supportive manager, "is based on performance and the awakening of drives" (pp 11) and seeks to include subordinates in decision-making, but retains the final authority. Finally, the collegial manager is one that looks to overcome the flaws of the previous management styles and allows problems to be resolved among the workers, while

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