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Introduction
Management has evolved over time with different styles proposed by different experts. As an art and science, it is not static, but its dynamic nature is significant for managers keen on aligning different managerial practices and styles with the changing times. This implies that management responds to many changes, including technology, the type of industries or business organizations, and the generation of workers who offer labor. Managers use different methods to manage workplaces, projects, or teams within a larger organization. These methods are referred to as management styles and are essential for organizing work, planning and execution, and decision-making. Different management styles support different goals depending on the objectives managers want to achieve and the motivation given to employees within the organization. Notably, the style that works best for one generation may not apply to another.
Management Styles that Work Best for Millennials
Most organizations' workforce today consists of millennials sensitive to different management styles. Of the common styles; Authoritative, democratic, consultative, laissez-faire, persuasive, transformational, transactional, and collaborative management, millennials respond well to transformational and democratic management styles. These leadership styles provide the necessary motivations millennials require to be more productive. Since they make up most of a productive workforce, managers must consider tailoring their management practices to what motivates them.
Millennials are more innovative and more engaged in the technology world. They embrace new ideas, technology use, and disruptive innovation to create new opportunities in the corporate world (Canedo et al. 244). Transformational management can serve their interest better and motivate them to be more productive, especially in the ever-changing business environment. Transformational managers support their employees to reach higher goals by collaborating with and inspiring them to reach their full potential and encouraging their professional growth. Democratic managers allow their decisions to be influenced by employees. Millennials are more responsive to environments that allow them a wider democratic space and participation in decision-making. Managers effectively communicate with an openness that enables them to work together with employees to achieve a common goal. Open communication is critical to effective leadership since the millennial generation prefers managers who communicate with and listen to them since their work is appreciated through communication. They also prefer managers who give them feedback for better and improved performance.
Transformational and democratic management methods are part of the modern styles that have developed due to gaps created by the traditional authoritative management style, which follows a top-down leadership approach. While authoritative managers make decisions without involving their reports, set policies that must be followed, and do not request feedback from employees, modern managers embrace feedback, involve their employees in decision-making, and allow their reports to give their opinions in running the organization. The traditional management styles do not support the innovative ideas millennials embrace. It also has a high potential for staff turnover due to a lack of democratic space and freedom of expression of opinions for employees. Transformational managers are more flexible and capable of mentoring employees for future leadership. Millennials are more concerned with leaders who can respond to their changing needs and empathize with them since they have different backgrounds and social and emotional needs.
To effectively manage millennials, traditional managers should adjust their leadership styles by learning new leadership approaches and managerial styles that should allow them to positively engage this generation by encouraging open communication, involving their employees in decision-making and change, and continually providing feedback to improve performance. Managers must realize that millennials are innovative and should allow them to be creative and bring in new ideas to change the organization instead of dictating policies with single-handed decision-making.
How Management Styles May Need to Adjust with Remote Workers and a Hybrid type Workplace
Remote working is gaining popularity in most parts of the world. With the growing technology and the need to minimize office space and cost, most organizations are engaging remote workers who work away from the office, using online-real time connectivity through digital devices and the internet. Other organizations also combine both in-person and remote types of the workplace to form a hybrid workplace where people work certain days of the week away from the office and appear over some days. While there is increased convenience for workers, managers find it challenging to monitor employees efficiently. Remote work limits managers' and employees' interaction (Delfino and van der Kolk 8). Therefore, managers must adjust their management styles to align with the remote work environment by building trust between them and their employees, working together in collaboration, and maintaining accessibility.
Trust is a critical element in management and leadership. Managers must strive to build trust to enhance the organization's effectiveness. In a virtual environment where contact between managers and workers is minimal, trust plays a key role since managers cannot specify working hours since they work from home. Working from remote locations away from the office poses many unique challenges interrupting employees' daily routines. Employees must keep rescheduling their tasks with new developments that may cause delays and other inconveniences. Managers must trust their teams to increase confidence and allow them to maximize their potential without burdening their working hours and conditions. Collaboration is essential for remote teams and their managers. Daily or periodic reports may be necessary according to the peculiar nature of the work. Managers need to adopt different work tools, including Figma, Canva, and Google Docs, to allow the workers to conveniently submit reports over remote locations (Palani et al. 6). These tools allow more people to work on a project without each inconveniencing others. Some companies also develop applications to aid in working on a shared platform with others and allow the manager to access and supervise work done by the employees remotely. Other ways of maintaining accessibility include holding virtual meetings with employees to ask them or allow them to ask work-related questions and share challenges while the managers provide solutions.
Changes Regarding Covid-19 and Remote Working
Covid-19 brought about many changes in the work environment. Employees of many organizations worked remotely, although companies whose industries did not support a work-from-home plan faced a number of challenges. Such industries include factory production and hospitality units as well as healthcare facilities whose most interaction between workers and customers or clients is physical. But as the covid-19 pandemic lessens, organizations whose employees worked remotely are beginning to receive their employees and training them to adjust to the different work environment after a long break from in-person work. Besides, managers are maintaining the remote working program to capitalize on cost-saving in areas that can support remote work conveniently. For example, marketers do not need to go to the office. They can interact with the market online, generate reports, and submit them online without appearing in person at the office. Managers can access these reports through applications and other tools conveniently.
As the pandemic slows, most industries that support online business, such as banking, where customers can transact remotely, are not fully transitioning back to normal in-person office operations because their employees can continue working remotely conveniently and flexibly. Due to this experience, they are unwilling to return to the office, and the motivation to work remotely without strict monitoring is increasing their productivity since they work under minimum pressure. Before the covid-19 outbreak, most businesses required their employees to operate from the office strictly between 9 am and 5 pm. Operating from the office necessitated the management to account for every employee's productivity and enhanced monitoring to ensure they performed to expectations. Managers had not realized the aspect of cost-saving and employee motivation. Additionally, the increased productivity and convenience did not make sense to them regarding working remotely. Today, organizations are more flexible, allowing employees to work remotely with increased convenience and effectiveness. Employees' morale and motivation are positively impacted by the ability to schedule their work and make decisions regarding their daily, weekly, or monthly targets to complete.
After working successfully remotely, employees can still go back to the office. Employers specify where their employees must work, and managers ensure they follow the work policy. All workers had employment agreements with their employers before the covid-19 pandemic, which specified their work stations; this must be legally binding, and the employee must come back to the office even after working remotely for more than a year. Employees may be allowed to continue working remotely for health reasons to enable them to stay away from intensive work and stay calm while seeking medication.
Managers must be good leaders to impact their organizations (Arif and Akram 125) positively. A number of business founders and CEOs influenced their organizations and redefined leadership in business; Michael Williams, who was the Chief Executive Officer of Community Hospital Corporation, John Hope Bryant, who was Operation Hope's founder and CEO, and Dan Cathy, the Chief Executive Officer of Chicks-fil-A, possessed a number of traits and habits and adopted leadership methods that made them stand out and accelerate their organizations' growth. Some of the leadership traits and styles that these leaders adopted that made them good leaders include building and maintaining trusting relationships, servant leadership, passionate pursuit of excellence, and celebrating employee diversity.
Maintaining a trusting relationship makes workers feel trusted and valued by their managers. This motivates workers and enhances their performance. Trust is a key element in management that managers must develop to encourage employees and enhance their confidence. Trusted employees also trust their managers, and this builds team spirit. Servant leadership implies that the leaders do not assume a boss' position but can support the employees by demonstrating to them what they should do and how they can do it. Servant leaders create enabling environment for employees to grow and serve their organizations with diligence. They work with the employees to ensure tasks are completed within a reasonable time. Additionally, successful leaders are passionate about pursuing excellence to become the best ahead of their competitors and achieve success. They believe in diversity and appreciate the different capabilities of every individual, giving them a chance to play a role in the organization to contribute to its success. These leaders are among others who made their organizations successful.
In conclusion, leadership and management are an art and science that reflect the abilities of individual leaders. Many successful organizations reach their potential through the efforts of managers who applied a managerial style that is unique to the challenges faced and opportunities met within the industry. Today, the business environment has evolved, causing different business models and processes to emerge. One of the new approaches to managing the business is aligning managerial practices with the new requirements, such as remote and hybrid working, where managers do not directly interact with employees but can now manage remotely.
Works Cited
Arif, Sadia, and Aman Akram. "Transformational leadership and organizational performance: the mediating role of organizational innovation." SEISENSE Journal of Management 1.3 (2018): 59-75.
Canedo, Julio C., et al. "Navigating the new workplace: Technology, millennials, and accelerating HR innovation." AIS Transactions on Human-Computer Interaction 9.3 (2017): 243-260.
Delfino, Gianluca F., and Berend van der Kolk. "Remote working, management control changes and employee responses during the COVID-19 crisis." Accounting, Auditing & Accountability Journal 34.6 (2021): 1376-1387.
Palani, Srishti, et al. "" I don't want to feel like I'm working in a 1960s factory": The Practitioner Perspective on Creativity Support Tool Adoption." CHI Conference on Human Factors in Computing Systems. 2022.
