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Mastering Management Styles: Expert Guidance for Managers

Mastering Management Styles: Expert Guidance for Managers

By : Harris M Silverman
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Mastering Management Styles: Expert Guidance for Managers

Mastering Management Styles: Expert Guidance for Managers

4 (2)
By: Harris M Silverman
Buy this Book

Overview of this book

Table of Contents (12 chapters)
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Mastering Management Styles: Expert Guidance for Managers
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Mastering Management Styles: Expert Guidance for Managers
Credits
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Credits
About the Author
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About the Author
About the Reviewers
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About the Reviewers
Preface
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Preface
Lock Free Chapter
1
Why Management Style Matters
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Why Management Style Matters
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Why style matters
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The elements of management style
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Adapt!
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Managing on a spectrum
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Managing work versus managing people
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Case study: Dave and Rhonda
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Summary
2
The Elements of Management Style: Direction versus Consultation
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The Elements of Management Style: Direction versus Consultation
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Case study: Dave and Rhonda
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What is the direction/consultation axis?
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Managing on the direction/consultation spectrum
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The impact on employees
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Risks
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Case study: Dave and Rhonda
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Summary
3
The Elements of Management Style: Control versus Autonomy
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The Elements of Management Style: Control versus Autonomy
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Case study: Dave and Rhonda
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What is the control/autonomy axis?
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Managing on the control/autonomy spectrum
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The impact on employees
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Risks
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Case study: Dave and Rhonda
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Summary
4
The Elements of Management Style: Coaching, Mentoring, and Supporting
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The Elements of Management Style: Coaching, Mentoring, and Supporting
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Case study: Dave and Rhonda
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Coaching
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Mentoring
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Support
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Risks
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Case study: Dave and Rhonda
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Summary
5
The Elements of Management Style: The Organization or the Employee?
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The Elements of Management Style: The Organization or the Employee?
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Case study: Dave and Rhonda
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The organization/employee spectrum
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The interests of the organization
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The interests of the employee
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Striking the balance
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The impact on employees
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Risks
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Case study: Dave and Rhonda
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Summary
6
Differences Between Employees
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Differences Between Employees
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Case study: Dave and Rhonda
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Differentiating between employees
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The impact on employees
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Risks
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Case study: Dave and Rhonda
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Summary
7
Conclusion: Things to Remember
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Conclusion: Things to Remember
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Adaptability
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Adapting to the nature of your employees
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Adapting to the nature of the work
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Adapting to the needs of the organization
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Your place on the team
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Be part of the team
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Be tolerant of mistakes
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Your personal issues
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Summary

Adapt!

The key point about these various styles—and if you take one thing away from this book, make it this—is that it's crucial for you to develop the ability to adapt the approach you take, depending on the circumstances. Different people, with different personalities and different levels of experience need to be managed in different ways; and different types of work, done in different types of companies or other institutions, also requires different approaches.

Note

Make a note

Being able to adapt your management style to suit the people you're working with and the circumstances in which you're working with them is a core management skill. Developing this skill will be crucial to your success.

This point is especially true in today's world, where highly educated knowledge workers, and young people raised on social media, will not mesh well with a rigid and inflexible managerial style.

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