Five basic styles on the managerial grid are County Club Management, Organizational Manager, Do-Nothing Manager, Team Builder, and Production Pusher (Heger 353). Knigheter provided Jane flexible work schedule so that after coming back from holidays, she can accomplish work in more effective manner. She satisfied his employees, and created friendly environment for them, ensuring country club management. Knighter and Sam proved their selves to be team builders as they focused on developing trust and respect with people in order to work for achieving organizational goals in best possible manner. Team builder represents ‘interdependence through a common stake in organization purpose leads to relationship of respect and trust’ (Heger 353). It is evident from the case that as an organization manager, Knighter maintained an effective balance of getting out work from employees and marinating their morale at satisfactory level. For example, she adopted flexible attitude with Jane by allowing her to go to holidays and complete work after return. In this way, Knighter got out work, and also maintained morale of Jane. But, on the other hand, Sam Failed in his responsibility of taking work from his employees in an effective manner, as there managers of department had not reported to work. ‘A modern manger must perform many functions’ (Heger 353). Sam failed to perform functions such as he was incapable of ensuring proper planning, leading, controlling, and decision making. From the case, it can be realized that, Knighter was a do-nothing manager, as she was just counseling store people in order to solve their problems. Sam proved himself to be a production pusher by encouraging his employees to do their best and focus on meeting the deadlines.
Knighter should adopt task-oriented leadership, so that she can emphasize on getting the work done. This is because in the task-oriented leadership behavior, ‘subordinate’s input is small or not wanted’ (Heger 341). This can be considered from an example that Knighter can give particular instructions and set deadlines for her subordinates in order to increase their input and output, and to achieve targets of company, which is to increase sales.
In order to move management style into 9,9 group, Schewede should involve his employees in decision making. This is because 9,9 managerial style ‘people’s higher level of needs , involves subordinates in decision making, and assumes that goal of people and goal of the organization are in harmony’ (Heger, 352). Involvement of employees in decision making give them voice to mention their problems, and also encourages them as they feel that the management is considering them and listening to them (Lussier and Achua 253). For example, he can involve managers of three departments, who failed to report, in decision making, and can clear the problems that they are facing, because of which they are not reporting the issue to higher management.
Making change is not an easy process, but Ii will be easier for Knighter and Schewede to make change. Both of them have to just focus on identification of needs of employees, and also they have to consider employees in decision making process, which are necessary for adoption of 9,9 managerial style. Knighter will achieve his goals first because she is already concerned about needs of employees; she has to just focus on participation of employees in decision making process.
It will be very easy for Knighter if she considers employees in decision making process, and it will be easy for Schewede if he focuses on identification of needs of employees, and also take necessary measures in order to ensure participation of employees in decision making process.
References
Heger, Kathryn W. Modern Human Relations at Work. Canada: Nelson Education Limited, 2012
Lussier, Robert N., and Christopher F. Achua. Leadership: Theory, Application & Skill Development. Canada: Nelson Education Limited, 2013
