where the manager takes close control of
staff, regularly issues instructions on what is to be done, and expects staff to
report back when the job is done. The manager then issues the next instruction.
They are not keen to delegate responsibility to staff, because that means
relinquishing control and may lead to lower standards of work. They may have a basic belief that people only work because they have to, and therefore they need to be constantly driven and told what to do. If you turn your back on the staff,they might slacken off or make mistakes. This style of manager generally makes all the decisions at work and expects his/her staff to implement them. He/she becomes frustrated if the job is not done exactly as they would have done it themselves.
2 A coaching style of management –
where the manager sees his/her role as a
guide or coach, to show staff what to do and how to do it, and then get out of their way and let them do it. They may have a basic belief that most people enjoy working, they want to be good at what they do, and they gain satisfaction from achievement at work. Managers of this style like to give the people they manage the responsibility for their own actions, allow them to show initiative, contribute ideas and make decisions, and will give their staff encouragement, guidance when needed and a pat on the back when they are doing well. They are not too concerned with how the job is done, so long as the desired outcome is achieved.
These two styles of management are at opposite ends of the spectrum, and in reality,most managers probably operate somewhere in between. Also different situations may require different management styles.
Employees generally respond in different ways, according to the different styles of management.