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Running head: ORGANIZATIONAL MANAGERIAL STYLES

Changes in Organizational Management Styles
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ORGANIZATIONAL MANAGERIAL STYLES

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Changes in Organizational Management Styles
Introduction
Subsequent growth of companies leads to an alteration of its management approach.
The organization's structure changes to fit in the evolving operations to avoid struggles or any
form of resistance. A smooth transition of an organization is influenced by a comprehensive
approach that perfectly suits the business operations and management styles. Management
styles in an organization capitalize on how the managers and the senior executives perform
their responsibility to accomplish the organizational objectives. It incorporates the process of
making decisions, organizing work, planning projects and exercising authority. Employees'
poor performance at a workplace may be aligned to various issues such as lack of motivation,
disinterest, or inadequate training that directly point to the management styles, such as failure
to communicate or overcontrolling them. There is a need for the manager to change its
management style, which will benefit the corporation and improve employee performance.
Background Information
The traditional management styles have been the dominant system through which
business structures uses a hierarchical flow of powers through departmentalization. It focuses
on attaining its objectives, which obliges the employees to act responsibly for quality
production and operations (Efere, 2003). The most common management approaches include
the autocratic, which is a top-down strategy whereby the senior executives have more power
in making decisions than the subordinates. The other approach is the servant styles, where the
managers prioritize performance results rather than the employees. Laissez-faire is another
traditional management style in which the managers monitor the team activities with the
expectation of a certain performance level (Gatfield & Alpert, 2002). The transactional

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approach is another strategy whereby the manager uses rewards to influence the employees to
do something. Following the economic revolution over the years, the management strategies
have evolved into the modern approaches that incorporate a boundless operation, whereby
individuals collaborate and network for increased profitability. The traditional management
approaches capitalize on quality products' goals, increased profits and sales, where the
employee works towards pleasing the executives.
Managerial Styles
The key management approaches in the modern management styles that all
organizations should implement include visionary, Democratic, transformational and
coaching (Efere, 2003). The visionary approach centers on the manager's role to
communicate the purpose and direction that the employees should follow to form a
cooperative team, then allows the teams to perform the tasks without pressure. The managers
only monitor the employee's productivity by ensuring they follow the right track and
incorporate additional insights. This approach is effective as it gives the employees a sense of
independence, resulting in a motivated attitude towards completing the assigned tasks. It is
the visionary leader's responsibility to provide feedback on the performance and listen to the
employees' opinions to boost the team's engagement effectively.
Another management style used in the modern organizational structures is the
Democratic approach, whereby the managers allow the employees to participate in decisionmaking processes (Efere, 2003). This approach incorporates a collaborative strategy that
appreciates the employees' diversified ideas and their influence on organizational decisions'
approval. Democratic management style makes the employees feel valued, which
consequently boosts their morale, formulates a trustful association, hence executing the set
plans to achieve the set organizational goals.

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A transformational management style incorporates an innovative approach. The
transformational managers tend to believe in constant growth and changes, hence obliging
them to work beyond their comfort zone to realize more profit and unleash more potentials
and capabilities to rise (Efere, 2003). This strategy is characterized by an improved team
performance, whereby the employees portray more dedication and energies while at work.
The managers constantly challenge the workers to reach their potentials and boost them to
succeed. The teams are also flexible because they easily adapt to organizational changes.
Coaching is another form of the modern management style, whereby the managers
strive to boost the employee's long-term professional development. They desire to improve
their employees' skills and capabilities, which obliges them to teach and correct their workers
amid short-term failure (Efere, 2003). These managers motivate their employee performances
through promotions, rewards, constantly imparting new knowledge, and formulating stronger
relationship bonds. The coaching manager's main focus is to supervise employee's
development and bring the team together.
Issues in Changing the Management Styles
The process of change tends to impact every individual in the organization, making it
difficult if they are not ready to change. The impacts range from the minor employees to the
senior executives based on the restructuring, making it viable to resistance (Erwin, &
Garman, 2010). Conflicts are among the greatest issues that come with organizational
changes due to fear, frustrations, and uncertainty among the staff. These conflicts lead to a
disruption of schedules and operations; hence the manager needs to intervene to mitigate the
issues proactively. Planning is another issue that most businesses in the process of changing
their management approaches to experience. It demands an organized, systemic procedure on
the set changes and the expected results and how to maintain the changes. The managers

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should be keen on where the new system will be compatible with the old one to transfer
essential data.
Ineffective communication is also an issue that accompanies management changes. In
cases where there is inappropriate communication, the staff will spread rumors, leading to a
lack of trust and increased resistance to embrace the change (Waddell & Sohal, 1998).
Therefore, the managers should organize meetings to inform the employees of what is
happening to align them to the business objective and operations.
Literature Review
There has been a constant transformation in the organizational structures in the recent
past, which is influenced by the economy's changes. A company's growth is subsequently
followed by an alteration in its managerial approaches to fit in the newly acquired reforms.
There are various managerial styles that most of the leaders in businesses adopt to enhance
organizational goals. Below are several types of research that have been recorded over the
years that focus on the concept of management styles, how they are implemented and some of
the issues that the changing processes encounter.
According to Amado and Ambrose (2018), the exponents of the transitional strategies
of management change state that an individual cannot influence others to alter their long-term
approaches towards solving problems. The authors further state that the need for change has
to form personal customs and attitudes. Additionally, the article highlights various psychic
levels that raise concerns during organizational changes, including fear, anxiety, defense
mechanism, and organizational values.
According to Chowdhury (2000), the art of managing is swiftly changing in the
corporate world as most of the managers launch discussion on evolutions and its effects on
their operation. In this article, the author researches how companies such as Ford in the

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United States manage the changing process. He concludes that very few of them capitalize on
managing appropriately. He confidently states that management in the 21st century would
entirely depend on leadership processes and specific organizations.
Efere (2003), in his article, provides an overview of various management styles that
different managers adopt in the course of their duties. Some of the management styles
discussed in his work include the authoritative style where managers demand instant
obedience. The democratic style seeks the employees' participation, coaching, indifferent,
permissive, visionary, bureaucratic, and defensive styles. The author concludes by stating that
using an appropriate management style can lead to improved employee motivation,
productivity and job contentment (Shearer, 2012). Additionally, a manager can portray one or
several styles depending on his roles.
Erwin and Garman (2010) provide a practical guideline on organizational changes and
ways to deal with resistance. In their work, the authors evaluate the cognitive, behavioral and
affective aspects that lead to an individual's resistance to changes. They also identify several
change agents, including the current management styles, considerable threats, and benefits
associated with change communication.
Gatfield and Alpert (2002) documented a theoretical model that explained how
different management styles could be implemented and monitored. In this article, the authors
elaborate on different management styles' distinctive characteristics using a grid where
support that focuses on people is plotted against structure concerned about production. The
Laissez-Faire style is of low structure and low support, which implies that the employees are
exposed to low-level self-motivation and management skills (Gatfield & Alpert, 2002). The
Pastoral style has a low structure and high support. The dictatorial style has a high structure
and low support, while a contractual style has high structure and support.

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The most common managerial strategies used by managers in organizations include
transformational, transactional and Laissez-faire (Shearer, 2012). Shearer further states that
when a manager develops their leadership skills, they improve their motivation and raise their
morale. Additionally, the author mentions that the manager should combine both
transformational and transactional leadership styles for maximum effectiveness. She
concludes by stating that organizational cultures influence the management styles utilized by
their leaders.
Resistance to change is perceived as a hindrance and adversarial and should be
overcome for an organization to achieve a successful change (Waddell & Sohal,1998). The
authors argue that the hindrances that inhibit organizational change result from a culture of
negligence in handling resistance. They further suggest that managers should clearly
understand the nature of change resistance and manage it amicably. Changing is likely to be
effective and successful following strategic and careful resistance management, which
involves seeking ways to utilize it for the organization's benefit rather than making efforts to
overcome it.
Findings and Results
I realized that if employees in an organization are not performing to the expectations,
the best solution is to change the management style. Using the modern collaborative and
team-based management technique effectively leads to im...