Effective Management Styles

Chapter I
THE PROBLEM AND ITS BACKGROUND
Introduction
Effective management styles determine the culture of the
organization, productivity of its staff and the ultimate success of the organization. As
such a manager should strive to use the best management style. Management style
is the particular way managers go about accomplishing those objectives. It
encompasses the way they make decisions, how they plan, organize work, how they
exercise authority and how they manage their workers. It is best portrayed as a
strategy of leadership that is utilized by the supervisors.
Different management styles will suit different contexts depending on
organizational culture, the size of the team or organization, the nature of the work or
industry and the particular personalities involved. It all starts with getting the right
team in place, the whole can be greater than the sum of its parts. You need to select
the right people for the right jobs, build a complementary team, and align your people
with your organizational goals and culture. Knowing how various roles will help to
achieve your organization’s goals will help define the requirements against which you
will interview and assess candidates.
Every industry or organization first aim is to benefit from their work
and reach the purpose and targets they have built. One of the key drive is to have the
right people for achieving that desired goals, workplace happiness and comfort have
direct effect on achieving any organizations goals. Keeping high morale in the
workplace will give hard working employees well being and productivity.
Management style and practices are answers to achieve organizational goals
and it tends towards the oppressive as is often found in strongly hierarchical cultures.
Managers are keen to treat subordinates with respect whilst, at the same time,
(+63) 0977-8171-136 taalseniorhs@gmail.com

Fueling Dreams, Empowering Learners
maintaining the dignity of the position of boss. Instructions will be given clearly and
precisely and subordinates will be expected to follow.
Leadership is less about your needs, and more about the needs of the people
and the organization you are leading. Leadership styles are not something to be tried
on like so many suits, to see which fits. Rather, they should be adapted to the
particular demands of the situation, the particular requirements of the people involved
and the particular challenges facing the organization.
In this research, you will be encountering the effective management
styles that will benefit the business owners and will help those who are willing to start
a business to form an effective management style for a modern workplace. This will
help them to formulate new ideas and styles that they can apply. Also, you will
encounter of what are the good qualities the manager or leader should posses in
order to have a better management style.
The aim of this research paper is finding the most suitable effective
management style for a modern workplace which result in creating a better working
environment that everyone would be satisfied and releasing the organization from
one man’s dependant management style. The result of this study will benefit the
Company’s Top Management and Department heads to make more precise and
relevant decision for more success in achieving their organizational goal. This study
shall perceive for an organization to run efficiently and effectively, good management
styles must execute in every workplace.
Statement of the Problem
This study focus on the Effective Management Style for a modern
workplace in Taal and Lemery for the year 2018-2019, as assessed by the
businessmen and manager themselves.
Specifically, the researcher attempted to answer the following questions:

1.) What is the demographic profile of the respondents in terms of:
1.1 Age;
1.2 Gender;
1.3 Civil Status; and
1.4 Economic Status?
2.) What are the effective management style for a modern workplace?
2.1 Participatory Management;
2.2 Democratic Management;
2.3 Autocratic Management; and
2.4 Laissez-Faire Management?
3.) What are the effects of management styles on the employees
performance?
3.1 Improving productivity;
3.2 Quick Decision making; and
3.3 Job Satisfaction?
4.) Based on the findings, what strategies may be proposed to enhance the
management style for a modern workplace?
Conceptual Framework
The conceptual framework that was used in this study was the Input-Process-
Output Model. In the IPO model, a process is viewed as a series of boxes connected
by inputs and outputs.

Input Process Output
1. Profile of the Survey
Respondents Questionnaire Proposed
1.1 Age; Action Plan to
have an
1.2 Gender;
effective
1.3 Civil Status; and management
1.4 Economic Status? style for a
2. Effective modern
Management Style workplace
2.1 Participatory
Management;
2.2 Democratic
Management;
2.3 Autocratic
Management; and
2.4 Laissez-Faire
Management?
3. Effects of
management style on
the employees
performance
3.1 Improving
Productivity;
3.2 Quick Decision
making; and
3.3 Job Satisfaction?
Feedback
Figure 1.1 Conceptual Paradigm of the Study
The Figure 1.1 shows the Conceptual Paradigm of the Study. It includes the
input, process and output. The input frame includes the demographic profile of the
respondents according to their age, gender, civil status and economic status,
different management styles, and the effects of management styles on the
employees performance. The process indicates the step by which the study
conducted through survey questionnaire. The steps will guide the researcher to
gather data. The output frame includes the suggested proposed action plan.
Significance of the Study
This study wants to know the Effective Management Style for a
modern workplace in Taal and Lemery.
The result of the study will be a great significance and yield benefits to
the following; parents, business owners, employees and future researchers.
To the parents. The study will give the parents some ideas in starting a business
through the given data. The given data will help them to make strategies and as well
as effective management style. In addition, it will also help the parents to make right
decisions before starting a business.
To the business owners. The study will help the business owners to formulate their
own effective management style for their business. It will help those business owners
specifically the one who are still starting their business to make an early adjustments
in their styles. Also this study may also help those business owners who found
difficulty in formulating their own style.
To the employees. This study will benefit them through gaining some strategies for
effective management styles that they may apply in their workplace. They will benefit
by learning in the assessment through new improved management styles, their
performance has improved, if they have found greater enthusiasm, and if a more
good communication, fair showing empathy, fair promotions, and fair rewards and
incentives.
To the future researchers. This study may furnish a pool of data that may serve as
reference material for future researchers who may want to conduct related studies. It
will give them value, facts and ideas which generally enrich the body of the study.
They will benefit from this study since this can be the basis for further investigation.
Scope and Delimitations of the Study
The researcher aims to find out the Effective Management Style for a
Modern Workplace in Taal and Lemery. This study uses the current year 2018-2019
as the basis for data gathering. The managers or business owners of Taal and
Lemery are the respondents of the researcher which is composed of 30 managers
and business owners. The study will conduct from September 2018 to October 2018.
The survey instrument will be given to respondents. In addition, both the
demographic data sheet and answers in the questionnaire are self-report instruments
and there is no interviewer to explain the items. Furthermore, the aspects will look
into the profile of the respondents, their current assess the management styles.
Definition of Terms
The following terms are defined according to how the researchers used the
following in the conduct of the study.
Authoritative- this term refers to leaders who sets the vision for the team.
Clearly and compellingly, then steps in from time to time to work.
Directive- this term refers to leaders who orders the team around, sets high
standards and discipline those who don’t meet the standard.
Employee Relations- this term refers to the connection shared by
workers/employee’s as they perform their assigned tasks for the organization to
which they belong.
Leadership- this is defined as the process of inspiring and influencing a group
of people to achieving its goals.
Management- this is defined as the process of coordinating and overseeing
the work performance of individuals working together in organizations so that they
could efficiently and effectively accomplish their chosen aims/goals.
Management style- this refers to the methods used by a person in managing
an organization or group of people.
Managing- this is defined as the process of working with and through other to
achieve organizational objectives efficiently and ethically amid constant change.

Participative- this refers to the leader who starts asking all the team members
what they would like do, then voting on the options.
Workplace- this refers to the place where people work, such as an office or
factory.

Chapter II
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter present the review of related literature and studies that are
relevant to the present study. These materials provided the researchers with
sufficient ideas and insights which led to the conceptualization of research problem.
Related Literature
Effective Managers
The managers must know and understand the needs and interests of its
subordinates to motivate them to reach peak performances to satisfy their needs and
interests. Employees who are satisfied are happy. This makes them efficient. And the
job of the manager is to lead them to greater efficiency.
Effective managers, as mentioned by Bateman & Shell (2007), are not
necessary true leaders. Many administrators, supervisors and even top executives
perform their responsibilities successfully without being great leaders. But these
positions afford an opportunity for leadership. The ability to lead effectively, then, will
set the excellent managers apart from others.
Truly effective managers know that different situations and indeed different
individual personality styles require different management styles. Effective managers
adapt their management style to suit the circumstances that they anticipate may
arise; i.e, they are proactive rather than reactive. However, some people are one trick
pony’s who never vary their management style, and consequently may find
themselves upwardly managed by their supposed subordinates.
Employees behavior and performance
Luthans (2008) articulates that employees perceive the behavior and actions
of managers as actions of the organization itself. Employees develop positive attitude
towards the organization where the actions of the managers clearly show that
employees are part of the organization. Pathack (2005) further affirms that
management styles affect the effectiveness and performance of organizations. This

management scholar analyzed the impact of management styles on firm
performance level and found a strong relationship between management styles and
organizational performance.
Management Styles
Luisser & Chua (2007) management styles is the combination of traits, skills
and behaviors managers use as they interact with followers. Although management
style is based on traits and skills, the important component is behavior; because it is
relatively the consistent pattern of behavior that characterizes a manager.
According to Quick and Nelson (2009) autocratic style is directive, strong and
controlling in relationships. Managers who have this style use rules and regulations
to work an environment. Followers have little discretionary influence over the nature
of work, its accomplishment or other aspects of work environment.
Based on Baja et. al (2010) democratic style is characterized by collective
decision processes wherein the managers tend to involve employees in decision
making, delegates authority and encourages participation in deriving work methods
and goals.
Schermerhorn (2007) detailed that democratic style is committed to both task
and people, trying to get things done while sharing information, encouraging
participation in decision making ad helping others develop their skills and abilities.
Bass (2008) stated that laissez-faire style is also known as the “hands-off”
style where manager provide little or no direction and give employees as much
freedom as possible. All authority or power is given to the employees and they must
determine goals, make decisions, and resolve problems on their own.
The relationship between management styles and organizational
effectiveness
Quang (2002) proposes seven measurement criteria of organizational
effectiveness. These measurement criteria are employee’s satisfaction, profitability,
growth rate of sales or revenue, financial growth, competitiveness of the company’s

products and services, public image and good will and leader in Technology. The
measurement criteria postulated by this scholar is quite impressive and cuts across a
wide range of issues. The relationship between management styles and
organizational effectiveness cannot be overemphasized. Management styles are one
of the important factors that affect organizational effectiveness. A good match
between the style of management and operating realities of an organization will
substantially influence its level of effectiveness. In each organization, management
style influences the performance of individual employee and work groups, and
thereby the whole organization’s performance.
Dealing with different management styles
Rightly or wrongly, a huge amount of our time at work is spent trying to please
our boss. Understanding different management styles and how they affect your day-
to-day tasks is vital if you want to get on in your current employment and feel that
those hours in the office are well spent. Of course, there will always be the
exceptions to the rule; the bosses who don’t quite fit the mould. Notice which styles
they most frequently use and adjust accordingly. If you’re aware of the management
style which your boss favours, then you’ll understand the most effective way to work
with them, not to mention make yourself a candidate for advancement within the
company.
Job Satisfaction and Loyalty
Kaliski (2007) emphasized job satisfaction focuses on a combination of
positive or negative feelings that workers have towards their work. When a worker
employed in a business organization, he has the basic needs, desires and
experiences that determinate his expectation towards the real awards. Thus if the
working conditions and real awards do not meet workers’ expectation, it will lead to
different feelings of them. In the study of Janssen and Yperen (2004), job satisfaction
is a workers’ sense of achievement and success on the job. The author also

mentioned that job satisfaction implies doing a job one enjoys, doing it well and being
rewarded for one’s efforts. The workers are happy and enthusiastic at work place;
they are motivated for recognition, promotion, and high salary or bonus that leads to
a feeling of fulfilment. Job satisfaction may refer to the attitude and feelings workers
have about their work. Workers who are satisfied with their job have positive and
favorable attitudes.
Leadership Styles
Taking a broad look at business management styles, I find there are basically
two types of leaders; those driven by inspiration and those driven by aspiration. We
are often told that successful businesses are created by inspiring leadership, and we
will sometimes attempt to replicate the styles of successful leaders into our own
organizations. The lessons we draw from these people - be they business peers,
political leaders or others - usually result in our changing the way we behave and
manage people.
Apple, Dyson and Amazon are good examples of inspiration-led companies.
They are exemplified by leaders who are dynamic and charismatic, and who, by
nature, are inclusive and connect well with their people. These leaders are driven by
innovation and creativity, they will try many different methods without the fear of
being proved wrong, and they have a clear vision of where they want their company
to be in the future. Being able to effectively communicate this vision in a way that is
compelling to those around them separates them from their contemporaries.
Related Studies
Participatory Management Style
Participatory Management is the practice of empowering members of a
group, such as employees of a company or citizens of a community, to participate in
organizational decision making. It is used as an alternative to traditional vertical
management structures, which has shown to be less effective as participants are

growing less interested in their leader's expectations due to a lack of recognition of
the participant's effort or opinion.
This practice grew out of the human relations movement in the 1920s, and is
based on some of the principles discovered by scholars
doing research in management and organization studies, most notably the
Hawthorne Experiments that led to the Hawthorne effect.
While group leaders still retain final decision-making authority when
participatory management is practiced, participants are encouraged to voice
their opinions about their current environment. In the workplace, this concept is
sometimes considered industrial democracy.
Effects of Participatory Management Style
Productivity
Participatory management may lead to increased productivity, motivation, job
satisfaction and quality enhancement, however, it may also slow down the process
of decision making and act as a potential security threat by providing access to
valuable information to fellow employees. This section will discuss the effects
Participatory Management had at the NATURA 2000 forest sites in Greece and
the pros and cons participatory management has on productivity in the workplace.
Perceptions
Participatory management can have negative and positive effects on
individuals in the workplace. In order for participatory management to have a positive
effect, there must be "trust in institutions, social trust and social networks". "Trust in
institutions influences communities' perceptions". When there is a high level of trust
among a community, "citizens tend to be more positive
towards collaborative management frameworks". Social networks are important for
the flow of information because it influences the level of participation in management
frameworks, the level of awareness in a community and also environmentally
responsible behaviors.
Positive effects participatory management has that can lead to positive
employee perceptions:
 Employees may have greater job satisfaction and motivation towards their job
 Employees are given the opportunity to use their creativity and innovation which
in turn can lead to increased happiness and independence
 Employees have more independence therefore may take more responsibility and
pride in their work.
 Employees feel like an integral component towards the organization and
therefore have more pride, motivation, and incentive to fulfill the project.[8][9]
Negative effects participatory management has that can lead to negative
employee perceptions:
 Individuals develop egotism / arrogance, therefore making a tense environment
among the other workers.
 Egotism / arrogance among workers can lead to supervisors obtaining disgust
towards their egotistic employees.
Autocratic Management Style
Autocratic management is the form of leadership that enables managers to
make decisions unilaterally. Such leaders do not inquire about the consent and the
considerations of subordinates and do whatever they feel is necessary in order to
achieve a goal. In relation to treatment of subordinates, there are two types of
autocratic management -- Directive Autocrat and Permissive Autocrat leaders.
Positive Effects
Professor Jacqueline C. Mancall (2000), specialist in the psychology of
leadership, explains that autocratic managers have the power to control a confident
business structure. If properly exercised by a skillful manager, this management style

might contribute to successfully running a business because the less control people
have over the decision-making process, the less likely it is for fraud to occur in a
business structure.
Negative Effects
Autocratic management has been a subject by severe criticism by
management specialists such as Derek Breton. He explains that such leaders are
over-confident and likely to make the wrong decisions because they have no respect
for the opinion of their subordinates. In a rapidly evolving market environment,
managers need to take into account of the expertise of skillful subordinates and thus
make the best decision for the company. Autocratic managers lead business
activities according to their own considerations and often ignore the expertise of their
employees.
Economist Mark Van Vugt (2004) also states that autocratic management
might lead to instability in the working environment. By not counting on the opinions
of their subordinates, autocrats can place extreme hardship on employees in a
company. Their subordinates often lack the motivation to contribute to the business
structure because they feel suppressed and underestimated by their leaders.
Autocrats are often compared to political figures such as the Italian leader Mussolini.
Democratic Management Style
Democratic management style is exhibited where the focus of power is more
towards the group as a whole, and where there is greater interaction within the group
(Mullins, 2002); the manager shares the management functions with members of the
group where he or she takes part as a team member. The manager would
characteristically lay the problem before the subordinates and invite discussion. In
this respect the manager’s role is to be a conference leader rather than that of
decision taker. The manager allows the decision to emerge out of the process of the

group discussion, instead of imposing it on the group as a boss. This management
style is appropriate only in instances where the nature of the responsibility associated
with the decision is such that group members are willing to share with their manager,
or alternatively the manager is willing to accept responsibility for decisions, which he
or she has not made personally.
Laissez-Faire Management Style
The laissez-faire management style involves little or no interference from
management. The staff do not need supervision and are highly skilled which allows
management to take the hand’s off approach and leave the problem solving, and
decision making to the staff. Variations of this style include the delegative style and
what is referred to as boss less environments or self-managed teams.
This type of style works best in organizations with flatter decentralized
management. Typically, the staff is highly skilled, more so than the management, and
is trusted with setting the bar for innovation and setting the objectives.
The advantages of the Laissez faire are increased innovation and creativity
through the autonomy of expert staff. Some examples of this type of employee are be
teachers, creatives, and designers.
Disadvantages include the risk of low productivity by unsupervised staff, loss
of direction due to the hands-off style of management.
Effects of Management style on employees performance
Improving Productivity
During the last two decades, productivity research and applications have not been
given adequate importance when trying to attain excellence in the management of
manufacturing enterprises Grunberg (2003) has identified such an initiation to
improve the manufacturing productivity on the start of industrial era. With this
origination, the demand of the customers has been long-drawn-out unlimitedly
creating more and more challenges over the manufacturing industry in an increasing

competitive environment. It has made the manufacturers eager to open up their
productivity improvement strategies enhancing their performance to successfully
meet with the challenges. The old models of productivity improvement strategies do
not longer perform because of the technological advancements and competitive
environment of the business world. In order to achieve the competitiveness and other
goals of an organization, it is very important to the workers to be in line with the forth
coming trends and techniques of the business world.
Job Satisfaction
In a literature review, Lu, While, and Barriball (2005) mentioned the traditional
model of job satisfaction focuses on all the feelings about job of an individual.
However, what makes a job satisfying or dissatisfying does not depend only on the
nature of the job, but also on the expectations that individuals have of what their job
should provide. Job satisfaction is a multifaceted construct with a variety of
definitions and related concepts, which has been studied in a variety of disciplines for
many years to now. Many theories and articles of interest to managers, social
psychologist, and scholars, focus on job satisfaction because most people spend
their life-time for work, and understanding of the factors that increase satisfaction is
important to improve the well-being of individuals in this facet of the living.
Quick Decision Making
Bowett (2009) has suggested two elements to support the collecting and
analyzing steps; he recommends that we need to look for very relevant and updated
data so the decision will be built based on up-to-date information. He suggests
a method for the analyzing process, ‘A very large spread-sheet can be used to hold
all the known information about, say, pricing and the effects of pricing on profits’
(Bowett, 2009). Now, it comes to the most important step which is making a decision
based on the collected information. He has defined the secondary steps of making a
decision as several possible solutions, but to be analyzed and evaluated to choose
the best solution. Therefore the decision will be needed to be discussed among the
team or the organization by communication. Here is the connection between decision
making and management has been related by knowledge sharing
method. Implementation of the taken decision and evaluating it will be the last two
steps of the process.
Employees Performance
As stated by Santos (2010) employees performance has major role in the
success of the company. He said that management should also consider ways in
which the environment can help enhance attitudes-job satisfaction, job involvement,
organizational commitment, and positive work mood to reduce or minimize the
number of employees leaving the company organization. Performance reflects the
organizations success – the obvious employee characteristics to measure. Employee
performance main reflects the efficiency objectives to the organization, but equity
objectives were also the key yo the diagnostic approach.
Leadership
Advincula-Dimalanta as cited by Boulding (2009) explained leadership as a
process by which a person influenced others to accomplish an objective and directs
the organizational in a way that makes it more cohesive and coherent. Leaders carry
out this process by applying their leadership attributes such as beliefs, values, ethics,
character, knowledge and skill. The authority to accomplish certain tasks and
objectives does not make one a leader, it simply makes one the boss and leadership
is not simply bossing people around. Furthermore, he described a leader as
trustworthy, and should be able to communicate a vision where the organization
needs to go.
Aruk (2005) leadership is a vital universal life skill and quality. It is
combination of motivating, coordinating, facilitating and recognizing. To be an
effective leader requires the respect and support of those that are being led.

Chapter III
RESEARCH METHODOLOGY AND PROCEDURE
This chapter presents a brief discussion of the procedures that were utilized
by the researchers. This includes the description of the research design, population
and sample, data gathering instrument, data gathering procedure and statistical
treatment of data which are important in gathering and interpreting data.
Research Design
The main thrust of this study is to determine and evaluate the effective
management style for a modern workplace in Taal and Lemery. The nature of the
research triggered the researchers to use descriptive method. Descriptive method of
research is the most widely used method for researches that determine the current
conditions and relations, viewed opinions and beliefs, the process to be used and the
possible effects, and developing trends. In this study, descriptive research method
was used as the research design with questionnaire as an instrument in gathering
data. Descriptive research (Wikipedia 2018) is used to describe characteristics of
a population or phenomenon being studied. It does not answer questions about
how/when/why the characteristics occurred. Rather it addresses the "what" question
(what are the characteristics of the population or situation being studied?).
The researcher adopted this method because it is the most appropriate
strategy, since the purpose of the study was to know on the effective management
style for a modern workplace in Taal and Lemery.
The results depend on how much information the researchers has
accumulated about the topic prior to the data collection. This study depends on
survey questionnaire that will enable the researchers to have primary data and the
secondary data gathered will be different related studies.

Respondents of the Study
The business owners or managers were the respondents of the study. The
sampling frame is composed of (30) business owners or managers of Taal and
Lemery which are selected for the current year participated as actual respondents.
The distribution of questionnaire to the respondents was utilized to generate the
needed information.
The researchers come up with this number of respondents through judgement
or purposive sampling technique which the researcher relies on his or her
own judgment when choosing members of population to participate in the study.
The researchers choose the business owners and managers of Taal and
Lemery as their subject because they know that those people were exposed to the
said issue of the study. Those people are relevant or had a prior knowledge when it
comes to different management styles.
Research Instrument
The researcher used questionnaire as the measuring instrument in gathering
and collecting data. Questionnaire is research instrument consisting of a series of
questions and other prompts for gathering information from respondents (Wikipedia,
2008). The survey questionnaire instrument were used to achieve the main
objectives of the study. The questionnaire was structured in such a way that
respondent will be able to answer it easily. The primary aim of the questionnaire is to
determine the effective management style for a modern workplace in Taal and
Lemery.
Constructualization and Validation of Questionnaire
The questionnaire used by the researchers was developed by the group. It
was initially drafted as a result of several reading and consultations. The researchers

do their best to improve and revise the questionnaires and incorporated all
suggestions that came out after the validation.
Data Gathering Procedure
The researchers conducted a survey questionnaire on the selected
respondent from the business owners and managers of Taal and Lemery. They
asked permission approval to the respondents and the researchers directly
distributed the survey questionnaire to the chosen respondents. The content of the
survey questionnaire was explained clearly and respectfully. The researcher
collected all the questionnaire without any problem. The objective of this is to
generate the most important data that will make the research possible. The
questionnaire was successfully accomplished through the determination and efforts
of the researchers. The responses of the questionnaires given to the respondents
were tallied, tabulated, analyzed and interpreted accordingly. The responses were
measured by means of enumerated statistical tools.
Score of Responses
The scoring and verbal interpretations of the response were arranged using
the Likert-five point scale given below:
Option Rating Scale Verbal Interpretation Symbol
5 4.50-5.00 Strongly Agree (SA)
4 3.50-4.49 Agree (A)
3 2.50-3.49 Undecided (U)
2 1.50-2.49 Disagree (D)
1 1.00-1.49 Strongly Disagree (SD)
Statistical Treatment of Data
The following statistical tools were utilized by the research in the treatment of
the data gathered.

Weighted Mean. This was used to determine the Effective Management style
for a modern workplace in Taal and Lemery. Weighted mean allows the final average
number to reflect the relative importance of each number that is being averaged.
Percentage. It compares values and quantify and determine the correct base
to calculate the percentage changes.
Tv = fv + fv + fv
WM = Tv / N
Where:
Tv= total value
F= frequency
V= value of scale
N= number of respondents
The range of values for the numerical rating used for the level of Effective
Management style for a modern workplace in Taal and Lemery were indicated by the
descriptive rating and their equivalent as follows:
Scale Quantitative Rating Descriptive Level
5 4.21-5.00 Strongly Agree
4 3.41-4.20 Agree
3 2.10-3.40 Strongly Disagree
2 1.81-2.60 Disagree
1 1.00-1.80 Not at all

Effective Management styles for a modern
Workplace in Taal and Lemery
Questionnaire
Part I. Demographic profile of the respondents
Name (Optional):
Direction: Please accomplish the questionnaire carefully and honestly by putting a
check mark (/) on the appropriate boxes that corresponds to your answer. Rest
assured that any information that you supply will be treated with greatest
confidentiality and anonymity.
1.1 Age:
25-30 37 above
31-36
1.2 Gender:
Male Female
1.3 Civil Status
Single Married
1.4 Economic Status; (Income per month)
8,000 to 12,000 18,000 to 22,000
13,000 to 17,000 23,000 above
Part II. Effective Management Styles for a Modern Workplace
Direction: Please indicate by means of a check mark (/) which of the following
information related to effective management styles.
Where: 5- Strongly Agree
4- Agree
3- Strongly Disagree
2- Disagree
1- Not at all

2.1 Participatory Management
Indicators 5 4 3 2 1
1. Employees are encouraged to voice their
opinions about their current environment or
workplace.
2. Employees are given the opportunity to use
their creativity and innovation.
3. Employees participate in
organizational decision making.
2.2 Democratic Management

1. Individuals have a greater interaction within the
group.
2. Members are willing to share their decision with their
managers.
3. Employees give their feedback often regarding with
the organizations decision.
2.3 Autocratic Management

1. Employees don’t voice out their opinions when it
comes in decision making.
2. Subordinates often lack the motivation to contribute to
the business structure because they feel suppressed
and underestimated by their leaders.
3. Managers consider the employees feelings or
emotions before making decision.
2.4 Laissez-Faire Management

1. Staffs do not need any supervision from manager.
2. Individuals are increasing in innovation and
productivity.
3. Employees that are unsupervised leads to low
productivity and loss of direction in achieving the
goal.
Part III. Effects of management styles on the employees performance

Direction: Please indicate by means of a check mark (/) which of the following
information related to effective management styles.
Where: 5- Strongly Agree
4- Agree
3- Strongly Disagree
2- Disagree
1- Not at all

3.1 Improving Productivity
1. Employees perform their task efficiently and
effectively.
2. Employees are responsible enough and flexible that
can go beyond the call of duty.
3. Employees are in line or aware with the upcoming
trends and techniques in the business world.
3.2 Quick Decision Making
1. Employees are willing to evaluate and analyze the
problem and choose the best solution.
2. Employees are willing to accept responsibilities for
decision making.
3. Subordinates are willing to share their knowledge and
contribute in decision making process.
3.3 Job Satisfaction
1. Individuals focuses on their general attitude toward
their respective jobs.
2. Employees are satisfied and fulfilled with their
performance towards their job.
3. Employees are passionate about their work, taking an
interest in all aspects in behind the management
desks.

Bibliography
Magazines or Journals
Janssen, O., & Van Yperen, N. W. (2004). Employees' goal orientations, the
quality of leader-member exchange, and the outcomes of job performance and job
satisfaction. Academy of management journal, 47(3), 368-384.
http://dx.doi.org/10.2307/20159587
Kaliski, B.S. (2007). Encyclopedia of Business and Finance (Second ed.).
Thompson Gale, Detroit, p. 446.
Tojeiro. K. (2013). Leadership Styles. http://www.hrmagazine.co.uk/article-
details/leadership-styles
Unpublished Materials
Baja, Nina G., Guerra, Maiden O. and Marasigan, Dylan joy 2010.
“Management style effectiveness among managers”. Batangas State University.
Bass, Bernard with Bass, Ruth. 2008. The Bass Handbook of Management,
Research and Managerial Application 8th edition. McGrawHill.
Bateman, Thomas S, and Shell, Scott A. 2007. Management Leading and
Collaborating in a Competitive World 10th Edition, McGrawHill.
Bowett, R. (2009) Decision making in business, [Online], Available:
http://tutor2u.net/business/organisation/decisionmaking.htm [4 November 2010].
Jacqueline C. Mancall et al; 2000 "Against Management";
Jones, N.; Filos, E. (2015). "Exploring perceptions on participatory
management of NATURA 2000 forest sites in Greece". Forest Policy and Economics
Lu, H., While, A.E. and Barriball, K.L. (2005) Job Satisfaction among
Nurses A Literature Review. International Journal of Nursing Studies.
Luthans, F, (2008). Organizational Behaviour, Boston: McGraw-Hill Inc.
Mark Van Vugt; January 2004 "Journal of Experimental Social Psychology":
Autocratic Leadership in Social Dilemmas: A Threat to Group Stability

Mullins, J. (2002). Management and organizational behavior: Library of
congress cataloguing in publication data, United Kingdom.
Pathack, S. H. (2005). ‘Management Style: Impact on subordinates’ Jos
Satisfaction. Leadership Quarterly, 11 (2).
Quang, T. (2002) ‘Conflict Management in Joint Ventures’, Transitions, 38
(122)
Quick, Campbell James and Nelson, Debra L. 2009. Principles of
Organizational Behavior, Realties and Challenges 6th edition. Western Cergage
Learning.
Schermerhorn, John R. 2007. Management 9th edition. Wiley & Sons Inc.
Thomas Grünberg, (2003) "A review of improvement methods in
manufacturing operations"
Electronic Materials
https://www.reed.co.uk/career-advice/management-styles-what-you-need-to-
know/
https://www.academia.edu/16724170/Management_Styles
https://en.wikipedia.org/wiki/Descriptive_research
https://en.wikipedia.org/wiki/Questionnaire

Synthesis
The review of related literature has provided a background and rationale for
studying the effective management styles for a modern workplace. The literature
provided sufficient ideas and insight to the the conceptualization and development of
the research problem. The literature presented different behavior and performance of
an employee. It also emphasizes the relationship between management styles and
organizational effectiveness and how to deal with the different management styles. It
is also mentioned that job satisfaction and loyalty focuses on a combination of
positive or negative feelings that workers have towards their work. In addition, the
literature also includes the two leadership styles: those driven by inspiration and
those driven by aspiration. However, it also includes the different management styles
such as participatory management, democratic management, autocratic
management style and laissez-faire management style. It also includes the different
effects of management styles on the employees performance. First is improving
productivity where in, in order to achieve the competitiveness and other goals of an
organization, it is very important to the workers to be in line with the forth coming
trends and techniques of the business world. Second is job satisfaction which
focuses on all the feelings about job of an individual. Lastly is quick decision making
which is important to achieve the organizational goals/objectives within given time
and budget.

“ EFFECTIVE MANAGEMENT STYLES
FOR A MODERN WORKPLACE
IN TAAL AND LEMERY “
A Research Paper Presented
to Faculty of
Taal Senior High School
In Partial Fulfillment
of the Requirement
in Practical Research 1
of ABM-11 B
By:
Janela D. Wenceslao
Ednalyn Esquerdo
Aileen De Castro
John Vincent Maulion
2018-2019


Effective Management Styles

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Effective Management Styles

Uploaded by

Copyright:

Available Formats

Chapter I

THE PROBLEM AND ITS BACKGROUND

Effective management styles determine the culture of the

is the particular way managers go about accomplishing those objectives. It

strategy of leadership that is utilized by the supervisors.

Different management styles will suit different contexts depending on

will interview and assess candidates.

Every industry or organization first aim is to benefit from their work

Management style and practices are answers to achieve organizational goals

(+63) 0977-8171-136 taalseniorhs@gmail.com

precisely and subordinates will be expected to follow.

and the particular challenges facing the organization.

In this research, you will be encountering the effective management

order to have a better management style.

styles must execute in every workplace.

Statement of the Problem

This study focus on the Effective Management Style for a modern

businessmen and manager themselves.

Specifically, the researcher attempted to answer the following questions:

(+63) 0977-8171-136 taalseniorhs@gmail.com

1.3 Civil Status; and

1.4 Economic Status?

2.1 Participatory Management;

2.2 Democratic Management;

2.3 Autocratic Management; and

2.4 Laissez-Faire Management?

3.) What are the effects of management styles on the employees

3.1 Improving productivity;

3.2 Quick Decision making; and

3.3 Job Satisfaction?

management style for a modern workplace?

by inputs and outputs.

(+63) 0977-8171-136 taalseniorhs@gmail.com

Figure 1.1 Conceptual Paradigm of the Study

different management styles, and the effects of management styles on the

This study wants to know the Effective Management Style for a

modern workplace in Taal and Lemery.

the following; parents, business owners, employees and future researchers.

decisions before starting a business.

difficulty in formulating their own style.

by learning in the assessment through new improved management styles, their

Scope and Delimitations of the Study

Lemery are the respondents of the researcher which is composed of 30 managers

The survey instrument will be given to respondents. In addition, both the

following in the conduct of the study.

Clearly and compellingly, then steps in from time to time to work.

standards and discipline those who don’t meet the standard.

Employee Relations- this term refers to the connection shared by

workers/employee’s as they perform their assigned tasks for the organization to

which they belong.

Leadership- this is defined as the process of inspiring and influencing a group

of people to achieving its goals.

Management- this is defined as the process of coordinating and overseeing

the work performance of individuals working together in organizations so that they

could efficiently and effectively accomplish their chosen aims/goals.

Management style- this refers to the methods used by a person in managing

an organization or group of people.

achieve organizational objectives efficiently and ethically amid constant change.

(+63) 0977-8171-136 taalseniorhs@gmail.com

what they would like do, then voting on the options.

(+63) 0977-8171-136 taalseniorhs@gmail.com

REVIEW OF RELATED LITERATURE AND STUDIES