Dms Hr - Scattergoods Objections
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- Date Submitted: 04/26/2010 03:19 PM
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Scenario 1
Scattergoods Objections
1. He believes that participation would not work in his organisation
2. Scattergood is afraid of losing his authority if he gives his employees a chance to share in the decisions made in his organisation.
3. He believes if he disagreed with their decision he would have to overrule them and his authority and support would be undermined.
4. There is not enough time to let his employees participate in any decision-making.
Evaluation of Scattergoods Objections
In this scenario it appears that Scattergood has little if any knowledge of participative decision-making or that it just doesn’t fit in to his operation. He uses or functions with an authoritarian style of management. Due to a lack of understanding of both these issues, he is anxious about involving employees, fearing a loss of authority and support. Scattergood also thinks that because his organisation is constantly under pressure with tight deadlines to meet, he doesn’t have time to let employees join in the decision making process.
There are varying levels of employee involvement and differing styles of leadership. Managers have a basic choice between either authoritarian or democratic style of management. These styles should be looked at before deciding what level of employee participation is suitable to use.
The styles of leadership approach
There are many versions of this:
Authoritarian-Democratic. Three examples of this approach to management style are as follows:
a) D. McGregor’s Theory X manager – tough, autocratic and supporting tight controls with punishment-reward systems – the authoritarian. The contrasting style is that of the Theory Y manager – benevolent, participative and believing in self-controls – the democrat.
These styles flow from the assumptions about people that are the original basis of ~ Theory X and Theory Y (see Appendix A)
b) Renis Likert’s four management systems:...
Scattergoods Objections
1. He believes that participation would not work in his organisation
2. Scattergood is afraid of losing his authority if he gives his employees a chance to share in the decisions made in his organisation.
3. He believes if he disagreed with their decision he would have to overrule them and his authority and support would be undermined.
4. There is not enough time to let his employees participate in any decision-making.
Evaluation of Scattergoods Objections
In this scenario it appears that Scattergood has little if any knowledge of participative decision-making or that it just doesn’t fit in to his operation. He uses or functions with an authoritarian style of management. Due to a lack of understanding of both these issues, he is anxious about involving employees, fearing a loss of authority and support. Scattergood also thinks that because his organisation is constantly under pressure with tight deadlines to meet, he doesn’t have time to let employees join in the decision making process.
There are varying levels of employee involvement and differing styles of leadership. Managers have a basic choice between either authoritarian or democratic style of management. These styles should be looked at before deciding what level of employee participation is suitable to use.
The styles of leadership approach
There are many versions of this:
Authoritarian-Democratic. Three examples of this approach to management style are as follows:
a) D. McGregor’s Theory X manager – tough, autocratic and supporting tight controls with punishment-reward systems – the authoritarian. The contrasting style is that of the Theory Y manager – benevolent, participative and believing in self-controls – the democrat.
These styles flow from the assumptions about people that are the original basis of ~ Theory X and Theory Y (see Appendix A)
b) Renis Likert’s four management systems:...