| Copyright 2005 If you watch closely, you will | | | | reality and results. |
| eventually notice thatpeople who manage the | | | | After all, it may seem that the source of |
| work of others tend to fit into oneof two | | | | authority is theboss from above, the guy who |
| categories: authoritarians or democrats. | | | | feeds workers with a paycheck. |
| The authoritarians, as you would expect, manage | | | | But the higher authority is the marketplace. If |
| by tellingothers what to do. They are not big on | | | | yourcompany, with its unique mix of people, |
| eliciting opinionsof their subordinates, and not | | | | products andphilosophies performs well in the |
| coincidently, theirsuperiors usually treat them in | | | | marketplace, it will growand bring rewards to the |
| much the same way. | | | | individual. |
| They get whipped like dogs, then they turn | | | | Thus, the reality of the marketplace, as well as |
| around and whiptheir charges like smaller dogs. | | | | theresults your organization is able to deliver will |
| Information and directionflow downhill only. Things | | | | be a keydeterminant of the rewards your |
| get done, but quality of workoutput and quality of | | | | company will be able todistribute to its people. |
| employee life suffers. | | | | Reality and results are the real bosses in business |
| The democratic manager is quite opposite. He will | | | | and anenlightened management style should |
| seekconsensus and try to make sure everyone | | | | reflect thisrealization. How to we blend authority, |
| on the team ishappy. Things get done eventually | | | | democracy, realityand results? |
| and the love-in can bequite heartwarming. | | | | Authority: "Do it because I said so." |
| Employee satisfaction is high, butefficiency can lag. | | | | Democracy: "Will you do it? Do you think it is the |
| I paint these opposing management styles in | | | | rightthing to do?" |
| purposefullystark contrast. In the real world of | | | | Reality: "Our competition is doing it. We need to |
| course, managers fallon a continuum with these | | | | do it tocompete." |
| extremes as endpoints. Whatplaces them at their | | | | Results: "We did well last quarter doing it. Let's do |
| unique position on the numberline? | | | | itmore." |
| Corporate personality - the kind that flows | | | | Blended: "Joe's research indicated that it has |
| downhill in anorganization, and the manager's | | | | helped ourefforts. Jane has determined that we |
| inherent personalitycombine (harmoniously or | | | | have gained marketshare with it. It's time to really |
| otherwise) placing the managersomewhere on the | | | | push in this direction. |
| scale of the authority-democracy meter. | | | | Here are goals for the next quarter. Best of luck |
| The art of managing becomes the blending of the | | | | everyone,let's beat 'em." |
| best ofboth worlds for the betterment of the | | | | Mark Meshulam offers the Poingo Productivity |
| organization. Then,it usually follows that as the | | | | Suite, uniqueand inexpensive software solutions |
| organization succeeds, sodoes the individual. | | | | which make your workmuch easier and more |
| As managers strive to balance authority and | | | | enjoyable: |
| democracy intheir management styles, they | | | | Email tickler system. |
| would do well to add two morefactors to the mix: | | | | |