Defining your own Management Style



Management StyleDefining your own Management StylePlease read ech of the 10 following situations carefully. Read the description of the situation and subsequently the four possible reactions (responses) to the situation, described. Make your choice on what your most preferred response would be. Score this response with the highest mark between 1 and4. Then look for the second preferred response, and score this with the second highest mark between 1 and 4. Repeat this for third and fourth (least similar to your reaction as a manager).You have come to realise that another organisation is delivering similar output as your organisation and seem to attract some of your trusted clients, what is your immediate reaction:1 You immediately start a public relation effort to convince your clients that your organisation is the best4 You call a meeting to share this development with your (senior) staff and to discuss what can be done3 You put a lot of effort into thinking and discussing how to improve the output of your current activities, to become better than them2 You seize the challenge to initiate new services (or products) that will outwit the opposition.An important client has approached you and tells you in confidence that (s)he is not very satisfied with the performance of some of your employees, what will you do1 You call your employees and implement actions that will enhance their performance3 You try to convince your client that this was incidental and it will never happen again4 You ask your client to put forward his/her thoughts on what should be improved2 You call a meeting with the entire team and present the problem to them and ask them to come with suggestions on how to deal with the situationYou have been approached by a colleague organisation for a strategic alliance. Which is the most important consideration for you to pursue this opportunity3 Do they deliver the same quality as us?2 Will they gain more out of this than we?1 Will their organisational culture match with ours4 What will be the new opportunities of this allianceYou are the manager of a non-profit organisation with an important social paragraph in your mission. From outside as well as inside the organisation there is a lot of pressure to transform into a more profit oriented enterprise. What would be your inclination.Try to convince your staff about the importance of the current mission and only give in if the internal pressure is very highOrganise a workshop to define the new mission and vision of the organisationSet up a research group that will investigate to what extend this will affect the quality and impact of the workFind out for yourself what the best choice is and build external and internal alliances to, either remain with the current mission or change the mission in the direction you see fit.You receive signals that the technology used by your organisation is not the latest state of the art. Some of your staff even calls it outdated and some other organisations have already shifted to more modern technology. You know for a fact that this technology is far from reliable, although very fashionable. How do you deal with this pressure.You call in an expert, who will have to give you a detailed report on all pro’s and con’sYou decide to go for the new technology and challenge your staff to make best use of itYou try to convince your staff to wait until the reliability of this technology is fully secureYou tell your staff that you are not at all convinced and challenge them to convince you of the use of this technologyYour organisation uses a well-devised system of time sheets. Rationally everyone is convinced that it is useful to fill in these time sheets and use the result for assessing productivity of the organisation. Still many people are reluctant to fill it in and do it haphazardly or too late. You are really fed up with this. How do you respond to this.You issue a memo, introducing a sanction if the time sheets are not filled in timeYou call a meeting to, for the last time explain the value of the system, and at the same time try to make clear that it really has to be done, from now on.You ask one of your staff to improve (once more) the system in such a way that it requires least effort to fill in and at the same time insist that everyone should use it, by trying to prove the value of it.You invite all staff to come up with a suggestion for a better system to achieve the same insight in the productivity. (hoping that) if they do not come with proper suggestions, you will have them convinced to use the existing system.It happens often that staff member come to you with a problem, that should actually be addressed by their own department head and not by you as the head of the organisation. How do you deal with these requestsYou refer them back to their own department-headYou call a meeting with the department head and the staff member to discuss the problemYou deal with the problem and suggest that next time (s)he should go to the own department-head and try to find out why the staff member cam to you.You deal with the problemA number of your management team members express worries about the strategic directions of the organisation. They feel it is time to develop new strategies and explore new opportunities for the organisation. What is your response to them?You tell them not to worry and that you will figure out somethingYou ask them to come with some decent proposals, which will be evaluated thoroughlyYou plan a separate meeting to discuss the issues at handYou use your creativity to come up with some excellent opportunities that they would like very muchIn your organisation the various people enjoy a lot of freedom to fill in their own work schedule and perform their tasks. You are actually very satisfied with the result of the work but are somewhat anxious about the degree of control you have over them. What do you do with this anxiety.You try to convince your staff during a meeting that they should do their best to keep you informed on the progress of their work.You tighten the control procedures and frequency of reportingYou do nothing obvious but make an (secret) effort to keep track of what your staff is doingYou do not mind as long as the results are goodA hardworking and well-respected staff member comes to you and wishes to resign. He has no particular grudge with the organisation but feels it is time for a change. Actually you do not want to loose him/her. What is your reaction.You wish her/him good luck and let goYou try to convince the person, what (s)he will loose by leaving such a good organisationYou try to find out how you can motivate him/her to stayYou figure out a modality, by which you can keep the person working for you in the most valuable way and in the mean time also see how best to replace the personManagement style Score ChartPlease fill in the scores (between 1 and 4) That you have put against the (a,b,c,d) situations in the management style questionnaire. Than add up the scores per column. The highest score gives you your preferred management style.QuestJungle FighterCompany PersonGames PersonCrafts PersonChoiceScoreChoiceScoreChoiceScoreChoiceScore1ABDC2BDCA3BCDA4DABC5DCBA6ABDC7ABDC8ACDB9CADB10CBADTotal ................
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