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Today, modern theorists suggest that there is no right style of management to be used all the time, as it will always depend on the circumstances, therefore this is an extension of Fred Fiedlers’ Contingency Theory. The circumstances and employee relationships need to be considered before carrying out the task and the style adopted needs to reflect these factors. Managers also need to be both proactive ; reactive if they are going to lead a team successfully to task completion.

For example, in The Principality a new democratic leader meant that employees could return to work and be happy and motivated , as that was a more suited management style rather than the pervious autocratic leader. Meetings In order to convene with team members, meetings need to be organised. A meeting is a gathering of people called together to discuss and investigate problems, give information, make decisions, when more than one person is involved. Meetings have an important part to play in motivation allowing employees to communicate their opinions, and are therefore, an important management tool, with the manager needing to have the skills and experience to lead effective meetings.

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At The Principality, focus’ meetings are held each month. This is when members from each department have the opportunity to meet with the chief executive and raise concerns that have been made evident from other employees. This is both a positive experience as employees feel that they have a voice, and this type of democratic leadership can be very motivating especially when held by senior management to discuss matters with lower levels within the workplace.

Meetings are important in the management of any business and they can be called on several levels, which are: At director level, meetings are called to discuss and take decisions on the future strategy of the business and to set aims and objectives. At senior management level, meetings are called to decide on plans of action to implement strategy and achieve objectives. At department or team level, meetings are called to disseminate or give information, investigate problems or ways of doing things, consult the views of team members, and plan the work of the team to achieve its targets.

Many organisations spend too much money and time on unproductive meetings, running an effective meeting requires a degree of discipline and structure. There are seven steps, which are used to organise an effective meeting; 1. Define the purpose of the meeting and be sure that its necessary. 2. Prepare an agenda, and stick to it. 3. Circulate the agenda and any other papers for the meeting in advance, so that the attendees are prepared.

4. Start promptly and finish within allocated time 5. Let people have their say, and summaries a consensus of opinion 6. Get a full range of views and make sure hesitant/quieter people have their say as well. 7. Make sure that all decisions are noted down in the ‘minutes’ so that everybody involved can have a formal record of the meeting as soon as possible afterwards. This can then act as a reminder on the action, which was agreed to take place.

Leadership style will affect the meeting, as strict autocratic leadership will cause the meeting to become more formal, and people may be more nervous to voice their opinion, if they think it will not even be listened to. A democratic/ laissez faire leadership style of a meeting will cause it to be informal, so that people will be more relaxed and quicker to make decisions, although it could lead to people not working, or going off topic , without a decision being reached at the end of the meeting , as there will be no authority. These are more effective when a range of ideas need to be heard , and there is no rush to make a decision straight away. Both leadership styles can be suitable for different types of meeting for example; a meeting called to resolve a problem or consult on a specific issue may require a higher degree of control than a meeting concerning just a general discussion.

In O2, every Saturday morning, we have a breakfast meeting to talk about the figures achieved within the week, and what our targets are for the day, as Saturday is the busiest day. The purpose of the meeting is to ensure everyone understands what they are doing before the day starts, and so that we are all motivated and want to sell to achieve our goals. The meeting is very informal, and breakfast and snacks provided at the meeting motivate all of us also, as we feel valued and that the management are looking after us.

This is a good way to manage the meeting, as it’s more of a discussion, rather than someone dictating to us before the day starts and telling us what we can and cannot do and not listening to our feedback. This would defiantly de-motivate staff as they would not feel as positive or have such a good relationship with the leader. There is a democratic leadership used, as although it is relaxed we are still instructed on what we must do. There is a sales leader target sheet drawn up which all employees must sign to ensure they are going to try and achieve those goals in the day. As our manager decides our targets for the day , I think the meeting could be improved by employees being able to chose their own targets in what they want to achieve.

I am now going to look at the management style of, England’s football team manager; Sven-Goran Eriksson to illustrate the elements of management previously discussed in this section. Sven-Goran Eriksson is an effective team leader, as he displays Mintzberg’s 10 managerial roles: 1. Acting as a figurehead: Sven is calm and controlled, and has trust within his team; meaning they will look up to him and respect him. He also represents the team at key events. 2. Leading: Sven lead England into the 2006 world cup, he respects his team and the team feel that, he ‘knows what he needs to do.’ He has an intuitive outlook. He has a democratic leadership style as he delegates, but at the same time can relate to his team members.

3. Liaising with others: Sven liases with his team members, press and the public, and although has been criticised by the press; doesn’t respond negatively. 4. Monitoring the progress of the task: He has attended more league matches than any other England manager in living memory. He does this to identify new talent and to be well informed. Also, he will need to monitor the teams progress regularly, by attending games and practices so he can see how each player progresses.

5. Disseminating Information: He feeds information to his fans and public through the use of the media , and disseminates information to his team through meetings. 6. Acting as spokesperson: He constantly has to deal with being in the public eye and the press. After games he will have to talk about his team members to the press, and admit his failings, their achievements and what he is responsible for. He also represents the team at events and will speak on their behalf.

7. Acting as an entrepreneur/obtaining the necessary resources: See Part 4; talent spotting at league matches. Sven work tremendously had and when first took on the role as England manager, he visited other clubs to see how they operate to see what to do / not to do. These are both relevant to him as an entrepreneur as he needs to be up to date on the talent, and have the best on the team, as well as viewing other clubs to be aware of the competition.

8. Acting as a ‘disturbance handler’: He emphasises the need for team spirit, and drops members of the team whom may have a negative influence on others. He also handles managers ‘bad press’ at press conferences with a cool and calm manner which diffuses situations. 9. Allocating resources: He manages finance and both busy and sells players within a budget. It is also in his role to ensure resources are available for fans and facilities are suitable at home and away games; as if fans cannot attend away games it means that there is no support for the team.

10. Negotiating with others: Sven made this statement to his critics; “I know there are people who don’t want me here, and I am sorry for them. But if people have an opinion about me, I try not to respond.” Here Sven is showing his calm attitude by not responding to the negative opinions and showing he is not an argumentative person. He also has to negotiate on the finance side of thing, and negotiate prices for players.

Football managers responsibilities in relation to people, is with the press, public and between the team. They must ensure that their team has respect for them; the public believe they are a good leader, and they must talk to the press about issues constantly to present a good image for the team. Although Sven is seen as quite an introverted, quiet person, I believe this is a good thing as he is never seen shouting at his players in public, telling them what they are doing wrong, but instead is motivating them by putting trust in them and encouraging teamwork in a calm and controlled way.

He is also seen as a very concerned, caring manager who is very hardworking, and his diligence can be extremely motivational. Also, I can see that Sven can be both a proactive and reactive type of manager. Proactive in the way that he attends to watch other teams play , and reactive in the way that he is a very laid back manager. Related to Renis Likert’s theory, Sven would be a participative manager, as he allows his team members to make their own decisions, and trusts them completely. This is highly motivation for his team, and a very good quality as a leader.

I think that Sven could improve his leadership skills by improving his social skills with people outside of the team, as it seems he has a good relationship with the team, but not with the press and public. This could increase his teams’ motivation; as if everyone saw him in a more, positive, enthusiastic light, they’d look up to him more and he’d be able to speak about them more in public. Also, his style of management seems to be rather Autocratic on times, as he seems to be very authourative, and they describe him as ‘calm’ and ‘mysterious’, which keeps the players on their toes.

However, from studying Sven’s style of management, I think that he is very effective as a manager, as he takes into consideration the team members feelings, opinions etc., and ensures that they are highly motivated, and he has a good effect on the teams morale and never responds to the negative publicity with negative comments. Overall, I can see that, different leadership styles are needed for different situations. As in different types of meetings different types of authority need to be formed. Leadership can affect teamwork as it can de-motivate or motivate workers, although every team member will react differently to different leadership styles. I have also learnt that the management can affect teamwork greatly, as people need to be happy and motivated in order to work hard for their company. If the style leadership is adapted to match the characteristics of the workforce then teamwork will be highly productive and objectives achieved.

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