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Depending on employee skill, age of company, or local legislation, managers adopt different management styles


Entrepreneurs are independent thinkers with ideas and ideals they feel should be fulfilled by their companies. Entrepreneurs, therefore, tend to be autocratic and hands-on micromanaging every aspect of their companies. This can be excused because the service or product they produce is their brainchild and newcomers may steer the company in a direction not previously envisaged.

Entrepreneurs on their first venture tend to be territotial and practice micro-management

Entrepreneurs on their first venture tend to be territorial and practice micro-management.

New workers are important as they bring in new ideas, and provide a wider vision especially as far as the product/service affects customers and new approaches to production or service implementation. Plus some employees may be entrepreneurial with ideas that can be incorporated into a business.

Entrepreneurial management is dynamic and focused

Therefore entrepreneurs need to be managers who can harness the best out of their employees while keeping with the organization’s initial goals and perspective.

While working to fulfill the company’s goals, managers must plan, organize, make decisions, delegate, and manage their staff depending on the company, level of management, industry, country, and culture of the organization.

Entrepreneurs must constantly adjust their management style in response to the above factors while ensuring that the organization is not distracted from its intended short-term and long mission.

It is assumed that higher skilled employees need less supervision than less skilled employees, however, based on the employment laws, economy, competitors, suppliers, and consumers, constant direction must be offered to every level of the organization.

Some employees require constant guidance, just as the service industry neds constant supervision

Some employees require constant guidance, just as the service industry needs constant supervision.

The overall organizational and corporate culture, policies, priorities, and employee engagement level also determine the style of management.

As stated earlier, in order to fulfill the organization’s goals, organizations must brilliantly harness all their human resources potential while maintaining focus on the company’s goals. 

Harnessing the full potential of human resources

Therefore there are instances where a persuasive type of management is necessary when attempting to maintain the course towards the mission and ideals of the organization. It is inadvisable to act autocratically or paternalistically.

Being persuasive involves convincing employees as to why certain decisions have to be made and why certain departments must act in a certain way. Rather than simply ordering employees to perform tasks, persuasive managers invite questions and explain the decision-making process and the rationale behind policies.

Strong and principled leadership determines the success of any management style

Ineffective meetings should be eliminated entirely

Consensus building between management and staff at any level is the secret to successful management.

When in charge of skilled and enthusiastic staff, the need for steering and constant guidance is negated. Here managers can democratically practice consultative management, participatory, collaborative, and transformational styles of management.

The latter style of management is growth-focused, as workers are encouraged to come up with ideas and new innovative ways to accomplish the organization’s goals. 

A laissez-faire management style is a hands-off approach where tasks are assigned and the implementation is up to the discretion of the employees.

Managers may choose to lead by example by inspiring their workers.  In this type of management, sometimes referred to as visionary, managers ensure that employees understand the goals and reasons for these goals, they thereafter leave their staff to implement the vision as they see fit. 

Whichever way a manager decides to run their organization, they must consider of their actions are fulfilling the intended aims set for the company, and if they are extracting the full potential of their workers. 

Confidence in employees ability and clear undertanding of a companys's gaols negates the need for close supervision.

Confidence in employees’ ability and a clear understanding of a company’s goals negates the need for close supervision.

Some factors that determine the management styles

My take is that companies and their employees fall into three stages, and each requires a different or a mixture of a specific type of management style.

  1. The age of the company or its products/services. Younger companies and goods or services that are just being introduced need more supervision and management involvement.
  2. The type of company product whether it’s a service, goods, or logistics company. Goods require less supervision during production and distribution while services require a higher threshold of management involvement.
  3. The size of the company i.e is it one with less than ten employees, has between 10-150 employees or is it a large conglomerate with more than 200 employees that are scattered geographically? It is difficult and inefficient to micromanage large numbers of employees and this task is often delegated to mid-level management who are tasked with maintaining the production goals and company ideals.


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