Ass 1

There are many ways to lead and every leader has his or his own style. Some of the more common styles include Four of the most basic leadership styles are: --Autocratic --Bureaucratic --Laissez-faire --Democratic 1- Autocratic Leadership Style --Rely on threats and punishment to influence employees --Do not trust employees --Do not allow for employee input Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: --New, untrained employees who do not know which tasks to perform or which procedures to follow --Effective supervision can be provided only through detailed orders and instructions --Employees do not respond to any other leadership style --There are high-volume production needs on a daily basis --There is limited time in which to make a decision --A manager's power is challenged by an employee --The area was poorly managed --Work needs to be coordinated with another department or organization The autocratic leadership style should not be used when: --Employees become tense, fearful, or resentful --Employees expect to have their opinions heard --Employees begin depending on their manager to make all their decisions --There is low employee morale, high turnover and absenteeism and work stoppage 2- Bureaucratic Leadership Style This style can be effective when: --Employees are performing routine tasks over and over. --Employees need to understand certain standards or procedures. --Employees are working with dangerous or delicate equipment that requires a definite set of procedures to operate. --Safety or security training is being conducted. --Employees are performing tasks that require handling cash. This style is ineffective when: --Work habits form that are hard to break, especially if they are no longer useful. --Employees lose their interest in their jobs and in their fellow workers. --Employees do only what is expected of them and no more. 3- Democratic Leadership Style Called the participative. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader: --Develops plans to help employees evaluate their own performance --Allows employees to establish goals --Encourages employees to grow on the job and be promoted --Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. The democratic leadership style is most effective when: --The leader wants to keep employees informed about matters that affect them. --The leader wants employees to share in decision-making and problem-solving duties. --The leader wants to provide opportunities for employees to develop a high sense of personal growth and job satisfaction. --There is a large or complex problem that requires lots of input to solve. --Changes must be made or problems solved that affect employees or groups of employees.

--You want to encourage team building and participation. Democratic leadership should not be used when: --There is not enough time to get everyone's input. --It's easier and more cost-effective for the manager to make the decision. --The business can't afford mistakes. --The manager feels threatened by this type of leadership. --Employee safety is a critical concern. 4- Laissez-Faire Leadership Style Is also known as the "hands-off style. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems This is an effective style to use when: --Employees are highly skilled, experienced, and educated. --Employees have pride in their work and the drive to do it successfully on their own. --Outside experts, such as staff specialists or consultants are being used --Employees are trustworthy and experienced. This style should not be used when: --It makes employees feel insecure at the unavailability of a manager. --The manager cannot provide regular feedback to let employees know how well they are doing. --Managers are unable to thank employees for their good work. --The manager doesn't understand his or her responsibilities and is hoping the employees can cover for him or her.
Leadership styles

Autocratic: I tell you will do as I say I sell I will persuade you to do as I say Democratic I test I allow subordinates to participate in decisions but reserve the power to take back control I consult I seek the opinions of subordinates before making a decision I share decisions are made equally, usually as part of a team Laissez - faire Hands off teams trusted to make decisions

Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. 1. The manager's personal background. What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work? 2. The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. 3. The company. The traditions, values, philosophy, and concerns of the company will influence how a manager acts.

Manager Position: Regional safety manager Location - field: heavy industries Steel Fabrication Subordinates: 3 groups of safety inspectors with 3 super visors responsible to maintain Industry Safety Standard General Situation We have a lot of standards that deals with assessing risk, manual handling, working safely, working at height or lifting. Employers view these basic safety principles as critical to safe working. OSHA standard The safety manager has vital responsibilities such as the safety and well-being of everyone on board the installation. Employees must comply with instruction at all times due to the nature of the work. All facility must be fit for its purpose; the working environment in the working site must be well managed; every worker must have completed the correct safety training. In this context the management style must be autocratic. Rules and procedures must be followed to assure safety.

In this case the safety manager and his team must be Autocratic with all staff (workers engineers - .)

Situation 1:

Must be Autocratic because employee safety is a critical concern.

Recently the safety department has a shortage of safety supervisor that will lead to lack of safety supervision, so the safety manager should have a fine solution for this situation. Finally he decide to promote one of his inspectors team to be supervisor but he is not trained and do not know which tasks to perform or which procedures to follow as a supervisor

In this case the safety manager must be Autocratic for sometimes in which to make a decision. Till this one being professional

But must be Democratic with another supervisors and there teams to keep them informed about matters that affect them and to encourage team building and participation.

Situation 2: There may be a complex decision to be made about shutting down a piece of equipment and the effect of this on other production systems. Here, the autocratic approach would be unwise. This is because other members of the team might have ideas - or specific information - that will assist in getting to the right decision engineer, worker, inspector for examples, might have knowledge that tells about shutting down equipment is essential to ensure production in the long term but that it may create a potential risk not yet fully assessed. In this situation information is being passed up through the hierarchy to aid the decision making.

In this case the safety manager must be Democratic to make employees share in decision-making and problem-solving duties that requires lots of input to solve.

Situation 3: The Safety manager wants to delegate one of his team on his behalf trustworthy and experienced to be responsible with outside expert team and consultants to train the new staff and to find Innovative solutions for some Imagined and expected scenarios to be activated and implemented when needed.

In this case the safety manager may be Laissez - Faire Because he is delegate someone who is highly skilled, experienced, educated, trustworthy and experienced with expert team and in the not urgent situation

Management style Managers are human and they do not always operate according to set principles. Every manager has objectivesto achieve. They must answer for the success or failure of his or her area of work. OPITO The Oil & Gas Academy sets out to supply the oil and gas industry with people of high skills and aptitudes. Managers can only achieve their objectives through their staff. As Fayol suggested, managers will need to instruct workers and organise resources to ensure objectives are met. It is therefore important that employees are well managed. How do managers get the best out of their staff? Management style is very important. Early industrial managers felt that, as they were paying wages, they had a right to expect workers to work hard. F W Taylor, who founded the scientific approach to management, saw pay as the primary motivator - more money paid in wages meant more work done. This was a principle that was quickly found not to work. Some workers did not work harder just for more cash. Instead, it was found that there were psychological reasons why some people were hard-working and others less so. There were human factors involved. Theorists like Maslow thought that workers had many individual needs, such as safety or a sense of achievement. Douglas McGregor found that managers fell into one of two types: those who held 'Theory X' or those who held 'Theory Y'.

According to Theory Y, workers are responsible people who enjoy having control over their work. These two differing positions would have an effect upon the style a manager adopted. In the oil and gas industry, a variety of management styles may be used in different contexts: A manager working offshore might be supervising important or dangerous high voltage maintenance work. In this context matters that are basic to health and safety are not open to debate. The manager will simply instruct workers in an autocratic style. In another context a manager who is based onshore could be coordinating the supply of LPG, gas or oil from the fields to buyers. Here, managers can be more democratic consulting or discussing with colleagues the best ways to proceed.