Management functions and leadership styles

Last time

Before we start: last time, in Human resource management, you learned these points. Here they are again on one card. Keep them in mind, because today builds on them.

What managers do

Managers turn plans into results through other people. How they plan, organise and lead affects motivation, productivity and success. This lesson covers management functions and roles, leadership styles, McGregor's Theory X and Theory Y, and emotional intelligence.

Functions of management

Henri Fayol identified the functions: planning, organising, commanding, coordinating and controlling. Planning sets objectives; organising arranges resources; commanding directs staff; coordinating aligns departments; controlling checks results. Good management combines all five.

Managerial roles

Henry Mintzberg described managers' roles in three groups: interpersonal, informational and decisional. Interpersonal: figurehead, leader, liaison. Informational: monitor, disseminator, spokesperson. Decisional: entrepreneur, disturbance handler, resource allocator, negotiator.

Leadership styles

Autocratic leaders decide alone and give instructions: quick decisions and clear control, but low motivation for skilled staff. Democratic leaders involve staff in decisions: better ideas and motivation, but slower. Laissez-faire leaders let staff make decisions: suits creative experts, but risks lack of direction.

Laissez-faire: when is it appropriate?

It suits highly skilled, self-motivated staff, such as designers or researchers, who value independence. It does not suit new or unskilled staff, crises, or tasks needing tight coordination. So the most appropriate style depends on the staff, the task and the situation.

McGregor

Theory X managers assume workers dislike work and must be controlled and closely supervised. Theory Y managers assume workers enjoy work, seek responsibility and can be trusted. Managers' assumptions shape their style: Theory X fits autocratic, Theory Y fits democratic.

Emotional intelligence

Daniel Goleman argued effective leaders need emotional intelligence. Its parts: self-awareness, self-regulation, motivation, empathy and social skills. Leaders with high EI build trust and handle conflict well.

Leadership styles compared

The three styles, their benefits and risks.

Applying to the case

Identify the staff's skills, the task, and the time pressure in the case. Then judge which style fits, and what would happen with another style. A strong answer may suggest a mix of styles for different situations.

Mistakes that lose marks

Mistake one: confusing Fayol's functions with Mintzberg's roles. Mistake two: saying one style is always best. Mistake three: no link to the business's staff and situation. The fix: the right theory, and a situational judgement.

The full-marks tip

The full-marks tip: name the theorist and apply the theory to the case. Judge leadership styles by the staff, task and situation.

On one card

So, on one card: management. Keep it for revision.