Practical and Simple Approaches to Successful

ManagementManagement Styles

Prepared by: Jo B. BitonioPhilippines

Management Styles

1. The Heart of the Matter2. Good Enough Isn’t Good Enough3. Trying Hard Isn’t Enough – Result

Are What Counts4. The Complacency Trap5. Get Hot... Sometimes6. Treat Everyone Alike, but Not the

Same

Management Styles

7. Be Kind To Those Coming In and Going Out

8. Resist Revenge9. Success has Many Fathers; Failure Is

an Orphan10. Earning “A’s” as a Supervisor –

Availability, Accessibility, Affability, Ability

11. Seeing and Believing

Management Styles

12. Controlled Rage Can Be Useful13. Protect Your Rear, Sharpen Your

Elbows14. When in Combat; Logic, Toughness

and Mercy15. Integrity and Involvement16. The Mentor Relationship: (1) Find a

Mentor; (2) Your “Children” and “disciples” Grow Up- Let them Go!

Management Styles

17. It Pays To Care18. You’ve Got to Believe19. There’s More To Life Than Work20. Work Can Be Fun – Laugh, Relax,

Enjoy21. When You Knock on Your Door, Is

There Anyone Home?22. Grow a Reasonable Thick Skin

Management Styles

23. Nobody’s Perfect!24. Think Before You Speak25. Your Guardian Angel26. Perceptions are as Important as

Reality27. You Can’t Take It With You28. You’ve Got to Pay Your Dues29. Are You Paying Enough Psychic

Income?

Management Styles

30. Is Anybody Listening- Are you Communicating?

31. Those Who Wear Well, Succeed32. You Can’t Go Home Again33. Beware of the High Achiever’s

Disease34. Motivation and Leadership Matters35. To Thine Own Self…

Management Styles

36. I Should Have Spent More Time at the Office

37. The Title Trap38. The Ten Commandments of

Management39. Rightsize – Downsize If Necessary,

but Remember the Victims and Survivors

Management Styles

40. Leadership Now and in the Next Decade – Vision, Passion, Knowledge and Know-how

41. To Achieve Early Positive Notice at a New Position or Assignment – Look for Small Quick Victories

42. Watch Out For Being Only One Deep43. Winding Down or Gearing Up – Do

Not Go Quietly into the Night

Management Styles

44. When Planning and Implementing Change, Consider Both Revolutionary and Evolutionary Approaches

45. The Motivating Factor – How Leaders Inspire Administrators

46. The Light at the End of the Tunnel47. Where You Stand Depends on

Where You Sit

Management Styles

48. Success Comes to Those with High Tolerance for Ambiguity and Frustration

49. Know When You and Others Don’t Know

50. Take Principles of Management with Grains of Salt

51. Evaluate Yourself and Others52. Grapple with the GRUBSNIGS

GRUBNIGSGroup pressure, citizen, good government, particular issue, professional,

community, religious, racial, and ethnic. New groups or groups with new power constantly emerge, such as welfare clients and women's liberation. Their power and pressure -- from pickets to press headlines -- their competition, cooperation, and conflict -- to one degree or another influence change.

• R• U• B• N• I• G• S

R –reputation, and of course, the repute of those who serve him at the highest level. Although top-level administrators are slowly being recognized as knowledgeable, capable, well-motivated individuals

GRUBSNIGS

U - Unions, the civil service unions. The increasing militancy of rank and file, the competitive, comparison, and leapfrogging tendencies in bargaining, the growing view of

public employment as a "job" rather than as "public service. Thus, a continuing concern for managers will be ways and means to protect the workers' rights to organize and their concern about working conditions and remuneration, while at the same time protecting all citizens from strikes which are a threat to their health and safety

GRUBSNIGS

B – Budget, the cost of maintaining the bureaucracy--salaries, pensions, fringe benefits--constitutes about half of the operating budgets.

GRUBSNIGS

S- Societal Problems – The society is beset with problems which for too long have been avoided or neglected. These problems include poverty, crime, jobs, education, housing, transportation, race relations, air pollution, health, and many others. Government that demonstrates concern, involvement, and responsiveness to citizens where they work and live -- with their everyday concerns about education, housing, safety, traffic lights, sanitation etc. – can hope to encourage, build, and elicit the sense of neighborhood and neighborliness that makes a large city tolerable, and beyond that livable and enjoyable.

GRUBSNIGS

N- Neighborhoods. changing the "theirs" and "they" to "ours" and "we." Without concern, without interest, without

effort and involvement by its citizens, meaningful city progress is hampered and perhaps doomed

GRUBSNIGS

I -Investment. To invest in long-range planning for physical, manpower, program, specific problem, and other important changes and growth areas.

GRUBSNIGS

G -- Governmental structure. Too often the structure of government has grown in a haphazard fashion with ineffective and inefficient results, partisan and parochial departmental interests and constituencies, with separate fiefdoms, too large a span of control for the chief executive, and a wild goose chase for information or action for both the citizen and the chief executive. Many governmental agencies or systems, because of poor organization structure, waste time, money, and services, and distort the relationship of line agencies to the central staff.

GRUBSNIGS

S - State and federal relations. Regionalism, creative federalism, public authorities, bypassing the states in direct negotiation with the federal government, revenue sharing, federal assumption of welfare

GRUBSNIGS

Management Styles

53. 3 Tr: Treat Trivialities Trivially, or, Don’t Sweat the Small Stuff

54. Simplify the Complex, See the Complexities of the Simple

55. Beware of Too Many Leaders, Too Few Followers: Everyone needs some relatively unambiguous (definite) people

56. First-Rate Second Raters versus Second-Rate First Raters

Management Styles

57. Understanding the Stars – Super, Shooting and Others

58. Develop Your Subordinates59. It Takes More Time To Do Things

Than You Hope, But Less Than You Think, or Simply Meet Your Deadlines

60. Often The Only Certainty is Uncertainty

Management Styles

61. Surprises are Good for Parties, Not for Management

62. Realize the Importance of Vigilant Oversight and Flexible Rigidity

63. Chaps are as Important as Charts64. Fighting the Battle of the Budget65. Control, but Don’t Overcontrol66. Innovate or Vegetate

Management Styles

67. Decide… Damn It!68. Not All Data are Information, Not All

Information Comes From Data, Not All Data or Information Are Important

69. Garbage In/ Garbage Out/ and Garbage In- God Out

70. Make Sure Your Base is Solid Before Expanding It

Management Styles

71. The PAT Answers for Success – Planning, Accuracy, Thoroughness

72. Don’t Squander Your Most Important Personal Resources: Time, Energy, Thought

73. Use The Right Doses of Power and Prestige, Massive Force Isn’t Necessary, or Keep Your Authority in Your Hip Pocket

Management Styles

74. Prepare Yourself for the Climb to Success

75. Satisfaction and Success Depend on Your Ability In ROAR

76. Fight Latent, Covert, and Overt Sexism and Racism

77. Questions for Interviews78. Evaluating Job Offers – Sail the 7 Cs

Management Styles

79. The Bottom Line is Critical – How To Get There Is Also Critical

80. Choose Your Predecessors Carefully81. Plan Your Work and Work Your Plan82. Can’t Find a Solution – Seek to Break

Out of the Box83. Manage Your Career – Don’t Just

Drift or Get Swept Along

Management Styles

84. Factors in Job Satisfaction; Problem, Policies, People, Place

85. The Next Decade; An Emphasis on: Rightsizing, Line Operations, Trade, Empowerment, Productivity, Creativity, Customer Orientation, and Information and IT

Reference:Managers’ CourseUP Institute for Small Scale Industries

Thank you for your attention