Like (or telling) your subordinates what is expected of

Like leadership styles, management styles can vary greatly from one
business to another, from highly autocratic and the manager who doesn’t ask for
any other opinions all the way to democratic whereby it is heavily focused on
working as a team.  Managers may opt to
be very much in control of proceedings whilst others may be more willing to
take a step back and let their subordinates run their own part within the
business.  In my opinion a great manager
is someone who is able to change the way he manages to suit a given situation.

In 1917, Henri Fayol stated the 5 elements he believes make up
managerial activity.  The five elements
are planning, organising, commanding, co-ordinating and controlling.  Planning involves looking ahead to the future
with key ideas in mind as to how you are going to approach any given
situation.  If you don’t plan you will
never be organised.  Being organised
involves having everything you need to carry out the task, from materials to
labour to time.  Commanding then follows
and this involves talking (or telling) your subordinates what is expected of
them and if well managed they should know exactly what is expected of them.  Next in Fayol’s model is Co-ordination in
which you must ensure everyone knows what role they are carrying out, so the
team can work like clockwork.  Lastly
there is Controlling.  This is loosely
stating that you must never lose control of the workplace and your employees
and ensure everything is working as it should be.  The five elements cover everything however I feel
it is vague and outdated but that is to be expected as it is over 100 years
old.  That is why in 2007 Hamel came up with
his own model as an advancement for this. 
This model is entitled Hamel’s Practise of Management.  It involves 8 more specific examples which is
comparative to Henri Fayol’s but more modern. 
The seven points raised in Hamel’s theory and Fayol’s theory interlink whereby
the Planning stage in Fayol’s links with 2 of the points in Hamel’s (setting
and co-ordinating objectives as well as Accumulating and applying knowledge),
the organising stage is likened to another 2 stages within the practise of
management (developing and assigning talent in addition to gathering and
allocating resources).  The command stage
of Fayol’s then is comparable to Hamel’s point which involves the Building and
development of relationships.  Co-ordinating
then links to motivating and aligning effort as well as co-ordinating and
controlling activities and finally the control stage of Fayol’s model links to Hamel’s
point involving balancing and meeting stakeholder demands.  Although on the surface it may look as though
management hasn’t evolved much between the 2 theories, but I believe it shows
massive steps into modernisation in Hamel’s theory and this is more relevant of
a theory in todays workplace.

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Many factors may influence the way the manager runs the business, both
internal and external.  For example, the Type
of business you are running and the nature of the business.  Working in a creative environment may lead to
managers taking more of a back seat in management and letting their
subordinates think for themselves.  Whereas
in a more rigid environment where little room for error is allowed, a more stern
and hard approach to management may take shape. 
The external factors (PESTEL) also impact on how a manager may decide to
run things also.

To round off my points about management I believe management does
differ from leadership because anybody can be a manager, but it is a greater
challenge to be a ‘leader’.  I believe
management requires a good amount of adaptation between hard management and
soft management which basically means treating people as just another asset vs
treating them as a valuable cog within the business.