MANAGEMENT

STYLES
GROUP 2
 1 NGUYỄN THỊ YẾN THƯƠNG

2 TRẦN NGỌC NHƯ QUỲNH

GROUP’S
MEMBERS 3 TRẦN THỊ QUỲNH CHI

4 CHÂU NGỌC VÂN ANH

5 TRẦN ĐỨC TÍN

 1 INTRODUCTION

2 DIRECTING STYLE

Contents 3 DISCUSSING STYLE

4 DELEGATING STYLE

5 CONCLUSION
CHAPTER 1

INTRODUCTION
DEFINITION
• A management style is the particular
way managers go about accomplishing
these objectives.
• It encompasses the way they make
decisions, how they plan and organize
work, and how they exercise authority.
CHAPTER 2

DIRECTING
STYLE
DIRECTING STYLE
1
COMMUNICATING

• The manager speaks, employees listen and react.

3 • The only feedback managers ask for is, 'Do you

comprehend what needs to be done?'
DIRECTING STYLE
2
GOAL-SETTING

• "Your monthly sales target is 15 cars".

3 => Often motivated by goals and deadlines.
DIRECTING STYLE
3
DECISION-MAKING

3 The manager evaluates options, makes

decisions and directs employees on how to
proceed.
DIRECTING STYLE
4
MONITORING
PERFORMENCE AND
PROVING FEEDBACK

3 Managers establish specific control points

to monitor performance.
 EXAMPLES
• Unique and influential management style.
• He provides clear directions to employees on
how things should be done.
• Maintaining a tight control and ensuring to
meet high standards

STEVE JOBS
THE CO-FOUNDER OF APPLE INC.
 EXAMPLES
• His authoritative approach and ability
to make tough decisions.
• Provide specific instructions to players
ALEX FERGUSON
Scottish football coach. on their roles and responsibilities.
• His strong direction and emphasis on
discipline.
 CHAPTER 3

DISCUSSING STYLE
DISCUSSING
STYLE
• Is a style of management that
managers take time to discuss
business issues.
• Make sure the discussion go as
planned and everyone has a chance
to contribute.
DISCUSSING STYLE

1 COMMUNICATING

• Two ways communication is the norm.

• Managers spend as much time asking questions as they
do talking and sharing their ideas.
DISCUSSING STYLE

2 GOAL-SETTING

• Ask employees about their own thoughts on the

goals.
• Increase employees' commitment to achieve their
goals.
DISCUSSING STYLE

3 DECISSION-MAKING

• The managers identify the problems.

• Decisions are made collaboratively.
DISCUSSING STYLE

4 MONITORING
PERFORMENCE AND
PROVING FEEDBACK

The manager and employee monitor performance and

discuss what actions need to be taken.
 EXAMPLES
• His brilliance was in his management,
which was a product of his charm, energy,
commitment, experience.
• He gained their loyalty and inspired them
to follow him into battle.
• His goals were not personal – he was not
in it for himself.

GEORGE WASHINGTON
The first president of the United States...
 EXAMPLES
• Tim Cook took over the role of CEO at
Apple in August 2011.
• He has a management style that could be
broadly defined as discussing.
• His goals were not personal – he was not
in it for himself.

TIM COOK
APPLE’S CEO
 EXAMPLES
• This is extremely indicative of the
discussing management style, which
encourages consensus building,
particularly among high-level employees
prior to mutually consented decision
making.

• Tim Cook focused on cooperation and

TIM COOK encouragement.
APPLE’S CEO
 CHAPTER 4

DELEGATING STYLE
Communication
One-way communication

Two-way communication

Additional communication
 One - way
communication
• One - sided exchange information

• No feedback involve
• Regarding to clear expectations
 Two - way
communication
• Two - sided exchange information

• Feedback is available
• In other situations
 Additional
communication
• review what has been accomplished
(percentage of accomplishment)

• figure out the difficulties/obstacles

facing it
Goal - setting
If the delegation follows one-way communication, the goal is
set by manager
If the delegation use two-way communication, the goal is evolved
with manager and employee
Decision -
making
employees take part in in delegating styles
Managers must avoid ‘reserve delegation”
Monitoring Performance & Providing feedback
Managers decide how much monitoring is
necessary/needed
Providing feedback is the responsibility of the
employee
Keep the manager informed as soon as possible
 EXAMPLES

SIR RICHARD CHARLES NICHOLAS BRANSON

EXAMPLES
• Sir Richard Charles Nicholas Branson
(Born 18 July 1950)

• British business magnate and

commercial astronaut

• In the 1970s he founded the Virgin

Group

• An famous example of a delegative

leader
 EXAMPLES

VIRGIN GROUP, WHICH TODAY CONTROLS MORE THAN 400 COMPANIES IN VARIOUS FIELDS.
 EXAMPLES

"IT’S VITAL TO THE SUCCESS OF YOUR BUSINESS THAT

YOU LEARN TO HAND OFF THOSE THINGS THAT YOU
AREN’T ABLE TO DO WELL. FIND SOMEONE ELSE WHO
WILL DO A GREAT JOB FOR YOU. “

RICHARD BRANSON
 EXAMPLES
• suggests finding the people who understand your ideas, want to build on
them and can envision ways to improve your business

the key is delegating and collaborating effectively

• focus on the big picture and achieve the things you need to do to make
your product or service stand out
 CHAPTER 5

CONCLUSION
 Directing Discussing Delegating

Communicating(One or
two ways)

Goal Setting (Who sets?)

Decision making(Who
makes?)

Monitoring performance and

providing feedback(who
monitors)
 Directing Discussing Delegating

Communicating(One or
One way communication
two ways)

Goal Setting (Who sets?) Manager

Decision making(Who
Manager
makes?)

Monitoring performance and

providing feedback(who Manager
monitors)
 Directing Discussing Delegating

Communicating(One or
One-way communication Two-way communication
two ways)

Both manager and

Goal Setting (Who sets?) Manager
employee

Decision making(Who Both manager and

Manager
makes?) employee

Monitoring performance and

Both manager and
providing feedback(who Manager
employee
monitors)
 Directing Discussing Delegating

Communicating(One or One-way communication/

One-way communication Two-way communication
two ways) Two - way communication

Both manager and Manager/ Both manager

Goal Setting (Who sets?) Manager
employee and employee

Decision making(Who Both manager and

Manager Employee
makes?) employee

Monitoring performance and

Both manager and
providing feedback(who Manager Manager
employee
monitors)
 Conclusion
In essence, the three management styles
boil down to this:
• Direct—Tell employees what to do.
• Discuss—Ask questions and listen.
• Delegate—Empower employees.
 MINI
GAME
Your opinion
does matter.
Thank You For
Listening!
DO YOU HAVE ANY QUESTIONS?