Management Styles Overview

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Management StylesOverview

• External variables affecting management style
• Internal variables
• Managerial perspectives revisited
• Strategic choice
• Management styles
• The Irish context

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Management Style

• the distinctive approaches, policies practices
  which organisations may adopt in the management
  of I.R. issues.
• What seems reactive is often guided by implicit
  management philosophy.

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• External Internal
• Variables Variables
• ? ?
• ?
• Managerial Perspective
• ?
• Strategic choice
• ?
• Management style

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Internal Variables

• Managerial ideology
• Business strategy
• Size/structure
• Current workforce

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External Variables

• Economic climate
• Government/EU policy
• Cultural/societal values (U.S.A. Vs Japan)
• Labour market (nature size)
• Product market (monopoly Vs competition)

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Frames of Reference

• - Unitarist
• - Pluralist
• - Marxist

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Strategic Decisions

• Nature of Business
• Location of plant
• Recruitment
• Training development
• Management techniques

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management styles

• Traditionalist
• - oppose unions
• - little attention to employee needs
• Sophisticated Paternalist
• - emphasises employee needs
• - discourages unionism
• - demands loyalty commitment

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(Purcell Sisson 1983)

• Sophisticated Modern
• - accepts T.U. role within limits
• - encourages direct dealing
• Standard Modern
• - accepts T.U. role
• - no overall strategy - fire fighting

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Key Dimensions

• 1. Collectivism
• 2. Individualism
• 3. Strategic Integration

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Collectivism

• .extent to which management acknowledges the
  right of employees to collective representations.
• --------------------------------------------------
  -----
• LOW HIGH
• (unitarist) (pluralist)
• no co-operation co-operation

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Individualism

• .extent to which the company seeks to develop
  encourage each employees capacity role.
• --------------------------------------------------
  ------
• LOW HIGH
• Employee commodity Employee resource
• Individualism/collectivism are not necessarily in
  opposition.

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Strategic Integration

• degree to which I.R. issues are part of
  strategic decision making and the degree to which
  decisions on I.R. are linked to business
  strategy.
• LOW HIGH
• --------------------------------------------------
  ---------
• Traditional Business-led Strategic
• reactive dependent integral

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• Historically
• Philosophy very pluralist
• Practice - high collectivism
• - low individualism
• - low strategic integration
• Style - Traditionalist

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• Today
• Philosophy still pluralist
• Practice - collectivism not so high
• - individualism on the up
• - strategic integ. on the up
• Style towards Sophisticated Modern

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Historically

• HRM issues rarely concerned strategic decision
  makers
• Reliance on adversarial collective bargaining
• Personnel policies short-term reactive with
  little link to business policy

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• I.R. primary personnel role
• High levels union density
• Highly developed collective bargaining locally

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Modern Approaches

• Move towards employee-relations styles
• which incorporate HRM
• - Traditional HRM (soft)
• - I.R. plus HRM (dualism)
• - Strategic HRM (business-led)
• Degree of change depends on type of HRM adopted

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So what is the connection between IR HRM??

• IR nature regulation of employment
  relationship MACRO View
• HRM the management of the relationship at
  workplace level MICRO view
• Link between the two Management Styles