Newspaper article THE JOURNAL RECORD

Moderen Management Style Must Use Both Head, Heart

Newspaper article THE JOURNAL RECORD

Moderen Management Style Must Use Both Head, Heart

Article excerpt

Management style has been microscopically analyzed for so many years that many now consider it a science. But just when theorists think they have pegged the perfect model for managerial and organizational effectiveness, values critically shift in the corporate culture.

The most dramatic example is the impact that downsizing and restructuring of business since the mid-1980s has made upon the traditional autocratic management style as defined by H. Ross Perot and Lee Iacocca. With the elimination of millions of midlevel managers, the pyramid has flattened, and democracy is replacing autocracy at the top.

A surprising element in the new management reality is that women now hold down 41 percent of managerial jobs in the workplace. True, the glass ceiling still exists, and not a single woman is CEO of a Fortune 100 company, but the way women manage is affecting the corporate bottom line.

As more women join the managerial ranks, the "androgynous manager" has become a hot topic. The successful manager of the '90s will combine the solled masculine characteristics _ dominance, independence, direct achievement style and competitive strategic approach _ with the solled feminine traits _ concern for relationships, the ability to accommodate and mediate and to enjoy the development of others.

In their book "Managing in the '90s: the Androgynous Manager," Alice G. Sargent and Ronald J. Stupak wrote: "Management in the 1990s is about people, our most precious resource. To build supportive and effective workplace climates in which people can be creative and do work of high quality, we need a blend of both masculine and feminine behaviors. Then we will have a new managerial style that combines concern for quality.

"We will have a style that values interdependent as well as independent ways of doing business. We will have a style that increases options for all managers to move beyond the constraints of stereotypical sexle expectations. …

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