Authoritarian verses Democratic Supervision and Decision Making

There are two different kinds of management styles: task-oriented and relationship-oriented. These two styles, in general, reflect a paternalistic/authoritarian verses a humanistic/democratic view of management and decision making that influence and are influenced by a matrix of relational variables between managers, subordinates, task focus and organizational culture.

Task-Motivated Leaders

Tend to emphasize task performance. These leaders are no-nonsense people who tend to work best from guidelines and specific goals. Their first priority is to organize and create guidelines, and then assign duties. However, under relaxed, well-coordinated, and well-controlled situations, they become more pleasant and pay more attention to the morale of their employees.

Relationship-Motivated Managers

Concerned most with good, interpersonal relationships, even to the point of letting the task suffer. Relationship-motivated managers tend to become task conscious as they are pressured for greater productivity from upper management.

Types of Leadership Situations

High-Control Situations

• The leader has a great deal of control and influence.

Moderate-Control Situations

• The leader has a mixed work environment, either good relationships with subordinates and unstructured or low position power, or the reverse, poor relations with group members, but a structured task.

Low-Control Situations

• The leader has relatively low control and influence and the group does not support the leader.
• Neither the task nor the leader’s position of power is given much influence.
• High stress or high group conflict may contribute to low control.
• Workplace management in these three situations influence communication patterns, decision-making and group process.

In analyzing styles of managerial decision making, Dr. Paul Standal finds there is a hierarchy of manager/employee interactions, depending both on the matrix of the manager’s basic (relationship verses task) orientation and the perceived need for control required in the particular situation or project. From most controlled to most interactive, these are:

• Supervisor makes decision and announces it.
• Leader sells decisions.
• Leader presents ideas and invites questions and comments.
• Leader presents tentative decision subject to change.
• Leader presents problem, elicits suggestions and makes decision.
• Leader defines limits and asks group to make decision.
• Leader permits subordinates to function within limits defined by leader.

Of course, there are other variables in the relationship between the managers and employees that affect the style of decision-making process. For example:

• How much confidence has been placed with subordinates from past experience?
• Have the subordinates’ ideas been sought and used if worthy?
• Does information flow up or down or both ways?
• How accurate is communication that moves upward?
• How well do managers understand problems faced by subordinates?
• Do subordinates feel that the managers understand the problems they face?
• Is there an informal organization resisting the formal one?

Dr. Standal has several suggestions for managers that can make any of these above situations more manageable by reducing the power conflicts in the workplace. Some examples of these include:

• View differences of opinion as helpful, rather than hindrances, in decision-making. Attempt to involve everyone in the decision-making process, since more information usually produces more accurate decisions

• Avoid rigidly arguing for your individual judgment. Dr. Standal suggests that you release the high-control approach on tasks. Instead, use logic in presenting your views clearly and listening carefully to other members’ suggestions and reactions.

• If you find that past decisions are unsatisfactory but rigidly adhered to, look for alternative solutions that are most acceptable for all group members. The decisions are not about a power struggle, but seek to be a group win/win situation rather than on an individual win or loss basis.

• Avoid changing your mind in order to reach agreement and avoid conflict. Support only solutions with which you were able to agree somewhat logically and objectively.

• Avoid conflict-reducing techniques, such as majority-vote averaging or trading, in reaching decisions.

Paternalistic verses Humanistic Views

Our view of others’ motivations influence and are influenced by judgments we hold about those we work with and for. The way we function in a work environment is a reflection of our view of human nature. It can be controlling and paternalistic or proactive and humanistic. No work environment is totally one or the other, but is a combination of both.