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Evolution of Management Styles
Term Paper ID:27872
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Essay Subject:
Examines past & present management styles & offers distinction between managers & entrepreneurs.... More...
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5 Pages / 1125 Words
3 sources, 11 Citations,
TURABIAN Format
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Paper Abstract:
Examines past & present management styles & offers distinction between managers & entrepreneurs.
Paper Introduction:
Management
Management is the art of getting things done through people and other resources (Nickels, p. 302). In the past, the model was that of a "boss" who exercised autocratic control over his subordinates. Discipline and firing were common tools used in ensuring productivity on the part of employees. If a worker performed poorly, his pay would be cut or he would be demoted, with a warning that next time, he would be fired. The common philosophy used by such managers in days past, emphasized the "stick" rather than the "carrot" with respect to subordinates. The idea of being a "tough boss" prevailed in most business circles, and employees were often treated more like children than adults. Thus, until a few decades ago, management emphasized the autocratic approach vis-a-vis the treatment of the workforce.
Text of the Paper:
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Thisenvironment is not conducive to risk-taking, which is an essential facet ofentrepreneurship. The notable, modern entrepreneur tends to differ from the typicalsmall business owner (Drucker, p. Thus, the manager today mainlyacts to facilitate and motivate, rather than acting as the autocraticdisciplinarian of the past. This makes organizational skillsrequisite. Organization is the second key function of management (Nickels, pp.3 5-3 6). NY: Harper and Row. As for tactical planning, how toachieve short-term objectives is the key, which includes, for example,setting annual budgets. It mustbe recognized, however, that this is not always the case-- the skillsrequired for management and entrepreneurship are not identical. St. 3 4). Next, the results, and deviationstherefrom, must be communicated to the relevant employees. If a worker performed poorly, his pay would be cut or he wouldbe demoted, with a warning that next time, he would be fired. Guiding andencouraging the work-force, rather than coercing is important to both goodmanagers and successful entrepreneurs. A new venture must be organized in a business-like manner, as opposed to chaotic. 1984.Nickels, William. Aprofessional manager tends to be an "organization man," accustomed toregimentation and order-taking from superiors (Geneen, pp. The economic success of the UnitedStates is largely attributed to such and "entrepreneurial spirit" offreedom and economic independence that encourages such innovators and risk-takers to gamble on their visions and ambitions. Managing for the Future: The 199 s and Beyond. 112-113). Finally, in contingency planning, managementconsiders what to do in unexpected or unplanned-for situations, such aseconomic recessions, or strikes. 25-26). Inaddition, the manager must coordinate workers, tasks, and resources, andestablish an organizational structure-- for instance, an organizationchart. In strategic planning, long-term objectivesare considered, with broad policies devised to attain them. In addition, they tend to beself-confident people who are enthusiastic about their businesses,products, or services, even when others are skeptical. Thus, until a few decades ago,management emphasized the autocratic approach vis-a-vis the treatment ofthe workforce. Furthermore, a manager must also recruit, select, train, anddevelop employees, and place them where they will be most effective. Also,entrepreneurs are innovators, not imitators of presently existingbusinesses or products and services. Discipline andfiring were common tools used in ensuring productivity on the part ofemployees. The commonphilosophy used by such managers in days past, emphasized the "stick"rather than the "carrot" with respect to subordinates. In addition, good managers tend to provide leadership byexample and communicate well with subordinates and fellow managers. In addition, subordinates must be motivated in both large,established corporations and entrepreneurial firms. Management Management is the art of getting things done through people and otherresources (Nickels, p. In addition, the professional manager tends to functionbest in a big, formal organization, unlike the typical start-up firm.Moreover, he is generally accustomed to a regular paycheck, which anentrepreneur cannot depend on-- especially at the beginning of a businessventure. 3 8-311). For instance, though the formeroften starts operating on a small scale, the ultimate goal is to alwaysincrease the scope of the operation. Finally, entrepreneurs may or may notbe inventors; but unlike the latter, they must be able to convert ideasinto business realities, and a successfully marketed product or service.The Professional Manager Versus the Entrepreneur A professional manager can make a successful entrepreneur. Training is used extensively toupgrade skills in today's increasingly sophisticated and technologicalworkplace (e.g., with respect to computerization). Then performance must be monitored and recorded, and results must becompared to against plans and standards. Indeed, flexibility andadaptability characterize both types of people-- a modern manager comingfrom a large corporation has to change great deal when becoming anentrepreneur. The idea of being a"tough boss" prevailed in most business circles, and employees were oftentreated more like children than adults. 1987.----------------------- 1 Understanding Business. In addition, although the firm oftenbegins as a sole proprietorship or partnership, eventually it evolves intoa corporation as more capital is needed and raised for expansion. Also, successfulentrepreneurs are usually action-oriented and energetic. In the past, the model was that of a "boss"who exercised autocratic control over his subordinates. Traits that tend tocharacterize managers with good leadership skills include sociability,intelligence, judgment, ambition, energy, popularity, vision, goodappearance, adaptability, decisiveness, tact, courage, cooperativeness, andsense of humor. Teamwork and cooperation are emphasized rather thancoercion, discipline, and order-giving. Louis: Mosby. Successful entrepreneurs are generally characterized by a number oftraits (Drucker, pp. Indeed, relations between management and unions ingeneral are far less confrontational than half a century ago, when unionswere initially forming on a large scale. It encompasses establishing values, sharing visions, creatingenthusiasm, and maintaining focus on clear objectives. 112-113). They want to turnideas into reality. In addition, the fruitful entrepreneur balances anaffinity for taking risks by carefully calculating the potential losses andgains of any decision. Finally, ambition for monetary success and thedesire for challenge also tend to be driving forces for the entrepreneur. Thus, being an effective professional manager obviously does notpresage being a successful entrepreneur. First, they tend to be self-directed, self-disciplined, and like to be their own boss. Examplesinclude which customers to serve, what products or services to sell, andwhich geographic areas to compete in. The more traditional, autocratic manager is less likely tosucceed as an entrepreneur because such people tend to be too inflexibleand coercive to motivate today's typical employee. Informality is morecommon with respect to dress codes and conduct, and hierarchicaldifferences between management and subordinates are less important.Employees are increasingly encouraged to partake in decision-making bymanagers, which is sometimes formalized in collective bargaining agreementswith labor unions. Leadership is another major component of management (Nickels, pp. The functions of management remain the same today as in the past--planning, organization, leadership, and control (Nickels, p. 336-339) . 1992.Geneen, Harold. 313-315). BibliographyDrucker, Peter. NY: Doubleday. Management has evolved to the concept of providing guidance andencouragement to employees, emphasizing the "carrot" more and "stick" less(Nickels, p.3 2). First, clear standards must beset. Finally,corrective measures must be taken where needed.Entrepreneurship An entrepreneur is an innovator who organizes, manages, and assumesthe risk of starting a business and of marketing a new product or service(Drucker, pp. Examples of such people include: Joseph Campbelland Abraham Anderson, who started Campbell Soup in 1886; George Eastman,who started Kodak in 188 with three thousand dollars; William Procter andJames Gamble, who launched Procter and Gamble in 1837 with seven thousanddollars; Henry Ford, who started his auto company with an investment oftwenty-eight thousand dollars with eleven associates in the early 19 s;and Steve Jobs and Steve Wozniak, who started Apple Computer in a garage inNorthern California in the late 197 s. Finally, management includes the control process, which encompassesthe following steps (Nickels pp. 336-339). 3 2). On the other hand, some traits of the typical, modern professionalmanager tend to coincide (Geneen, pp. It encompasses allocating resources, assigning tasks, andestablishing procedures for accomplishing organizational objectives. A new small business mustbe managed competently, so a modicum of managerial talent is certainlyneeded by the entrepreneur. Managing. Inplanning, the manager must analyze the present business situation,determine where they want it to be in the future, set objectives, anddetermine how to meet them.
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