| In the past ten years or so, we have seen an | | | | able to adapt any of the following styles, according to |
| abundance of new management theories/models | | | | specific situations or workforce. |
| being introduced. However, there's no management | | | | Supportive approach: |
| theory that's worth calling a perfect one, also it is | | | | A manager is ought to be supportive to his/her |
| practically impossible for all managers to try and apply | | | | subordinates, right? Still, managers like to carry that |
| each of them. Does that mean, a manager should pay | | | | "bossy aura" around them, most of the times. As a |
| no attention to these theories? Well, the answer is in | | | | result, subordinates feel reluctant to speak to their |
| negative, for most of these models are laid down by | | | | managers. Now, managers are supposed to be the |
| successful managers or erudite scholars. Therefore, | | | | most experienced and well-versed person in the |
| you must go through all of them once in a while, for | | | | workforce, how efficient do you think will be the |
| the sake of learning one thing or two, even if you are | | | | workforce, where the most qualified person is reduced |
| not looking to adapt. | | | | to sit in his/her office and look into various reports |
| One of these management theories is referred to as | | | | once in a while? |
| the "Path-Goal theory of leadership" that has been | | | | Directive Approach: |
| jotted down by Robert House. In simple words, the | | | | This is the standard approach now days; managers |
| theory describes the role of managers in setting goals | | | | set the targets, assign tasks and resources and |
| and then laying down a roadmap to reach there, more | | | | provide the subordinates with guidelines. This approach |
| importantly it discusses four different types of | | | | is not bad, given that the workers are qualified and |
| approaches that a manager could use according to | | | | experienced enough. |
| different circumstances. The theory is a good reminder | | | | Achievement Oriented Approach: |
| of the fact that management is much more than hiring | | | | This approach is recommended in challenging projects |
| and firing employees, or maintaining discipline in the | | | | (for example when you need to motivate your sales |
| office. The job doesn't end on stating the desired | | | | staff to introduce a new product in the market). At |
| results and pointing towards the resources; it actually | | | | such instances, you need to raise the bar, and then |
| starts from that point and remains a manager's duty to | | | | push them to rise above by offering sufficient rewards |
| support, motivate and guide his/her workers all the | | | | and appraisals. |
| way through. | | | | Participative Approach: |
| Following are the four different styles of management | | | | In this style of management, the manager encourages |
| (or leadership, for that matter) described in the theory. | | | | the participation of each and every member in the |
| Remember, you don't need to choose and then stick | | | | team, especially when implementing a change or |
| with only one of them; an efficient manager should be | | | | making some important decision regarding business. |