Management Styles Paper

For an organization to be successful, the employees are required to work in harmony to achieve its goals. Because leadership involves the exhibition of style or behavior by managers or supervisors while dealing with subordinates, leadership is a critical determinant of the employees’ actions toward the achievement of the organizational goals.

Included in this paper are my areas of focus are management style, communication, motivation, decision making, and future goals.

After a semester of learning all about behavior management it is safe to say I have started creating my own type of management style. When I become a manager I would consider my management style to be affiliative-authoritative. Combining these two styles would produce the

Motivates by trying to keep people happy “People first, task second”. Whereas authoritative management style gives employees clear direction by motivating through persuasion and feedback on task performance. “Firm but fair”. 2 In my research I found that when affiliative and authoritative are combined they form the coaching management style. Where managers make decisions themselves but including feedback from the group. They also facilitate positive interactions between team members but also let people know where they

Motivation refers to the forces within the individual that account for the direction, level and persistence of a person’s effort expended at work. Out of all the motivation theories I agree with David I. McClelland’s acquired needs theory the most. McClelland’s theory is a motivational model that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context. The three concepts are need for achievement (nAch), affiliation (nAff), and power (nPower). I want to manage people who prefer individual responsibility, opportunities for communication, and recognized recognition for achievements. All three attributes come directly from McClelland’s theory. In an article by 4 Bradley Johnson he further examined McClelland’s need theory and discovered that McClelland determined that those high in n Ach, as measured by the TAT, tended to exhibit the following role behavior: takes personal responsibility for finding solutions to problems; sets moderate achievement goals and takes calculated risks; wants concrete feedback regarding performance. This theory encourages manager’s to identify in themselves and others the strengths of nAch, nAff, and nPower. Also create work environments that will satisfy employees with different need