Management Styles, Productivity & Adaptability of Human Resources: An Empirical Study

By Jain, Ravindra; Premkumar, R. | Indian Journal of Industrial Relations, October 2010 | Go to article overview

Management Styles, Productivity & Adaptability of Human Resources: An Empirical Study


Jain, Ravindra, Premkumar, R., Indian Journal of Industrial Relations


Management Styles

Management styles are collectively learnt behaviours, subject to all the infirmities of human learning. They incorporate both the contents of decision making and the process of decision making and are aligned to goal setting, strategy formulations and strategy implementation. They are profoundly influenced by the distinctive social culture and climate in which an organization operates. The distinctive way in which managers perform the various functions in an organization decides their management styles. There is a core management style that reflects the values and norms of a culture and this is practiced in the given organizational climate and culture. Such a core management style may have variations and mainly include conservative style, entrepreneurial style, professional style, bureaucratic style, organic style, authoritarian style, participative style, intuitive style, familiar style, altruistic style, innovative style etc. Given the choices, unlimited number of management styles can be visualized.

There is evidence that the use of a nurtured, paternalistic, benevolent style of management, especially when combined with a demanding style that expects subordinates to perform, is correlated with aspects of organizational effectiveness (Khandwalla 1995). The most predominant leadership style among all categories of scientist and administrative professionals was found to be "direction oriented style" followed by "participation oriented style" (Muthayya & Vijay Kumar 1985). Ansari (1986) found that "Nurturant Task Leadership Style" positively influence organizational commitment, job satisfaction and HR effectiveness. The majority of managers adopt "high task--high relationship" as their primary leadership style (Kool & Saksena 1989). The study of Sharma (1997) concluded that the human and fair management style has been the most critical determinant of organizational commitment.

Unblemished participative, organic and management styles are likely to be effective in curbing a number of problems, viz., delay in problem solving, problem of poor team work and administrative problem; such styles are also positively correlated with the mechanism of organizational learning; in the situation of greater rate of change in industry, faster pace of globalization, multicultural society, and greater need for sustainable development, the practice of participative, organic, professional and altruistic styles would be more effective and therefore the four management styles, viz., participative, altruistic, professional, and organic, are the most desirable amongst the various management styles (Khandwalla 1995).

The results of earlier researches, thus, indicate that management styles vary from culture to culture and within the specific culture from industry to industry. Management styles also vary from one setting or situation to the other or within an industry; and from time to time in the same culture, industry and in an organizational setting or situation. Styles vary widely because organizations differ in terms of their type, purpose, size, operating context & environment, genesis etc. The organization's operating context influences management styles only to some extent; internal factors of an organization (including role and style of top & senior executives) shape management style to a greater extent; thus, the management style, though partially constrained by the organization's operating context, and is also, at least partially, a strategic choice of management. Keeping all the above mentioned observations in mind, in the current context of faster pace of globalization, multi-cultural organizations, faster pace of internal and external changes in organizational environment and fast growing need for sustainable development, management styles practiced in variety of organizations need to be studied afresh in order to look for broad generalization. Such an endeavour may reveal ways by which organizations enable themselves to perform better in future. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Management Styles, Productivity & Adaptability of Human Resources: An Empirical Study
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.