Management Styles and Practices

HR management practices and management style Human resource management are set of organisational activities directed at attracting, developing and maintaining an effective workforce to achieve organisational objectives. The quality of management within firms is a driver of organisational productivity and also contributes to growth and competitiveness. There are many qualities that are needed to be a good leader or manager. A good manager should be able to think creatively, to provide a vision for the company and solve problems.

They must be well informed and knowledgeable about matters relating to the business and have the desire to achieve great things. Managers deal with their employees in different ways. Some are strict and like to be in complete control, whilst others are more relaxed and allow workers the freedom to run their own working lives. Management styles and management practices defer depending on countries, this is seen through an analysis of differences between management practices and management styles between Australia and Italy.

In Australian management style, it is not expected for managers to see themselves in any way superior to their colleagues. It adopts a consultative style of management which is inclusive of every person’s opinions and which encourages an open debate of ideas. In open meetings challenging ideas of the boss is not seen as rude or disrespectful but as a sign of a fully committed approach. Pragmatism is seen as a key attribute, getting the job completed quickly is more important than the quality of protocol or hierarchy.

Italy tends to focus more on a Paternalistic management style. This type of management style is when managers give more attention to the social needs and views of their workers. A manager is expected to act like a manager and appear authoritative and in control. However this desire for managers to be authoritative should not be confused with a desire for managers to be authoritarian. An Italian manager who gives dictatorial instructions without reference to the thoughts and ideas of subordinates will probably find many of those instructions ignored or even actively obstructed.

Managers should make decisions in the best interests of workers after consultation. They should be able to listen and then use their experience and expertise to make a definite decision. Power as a manager will probably be determined by the strength of the relationships you enjoy with senior management. Thus the respect subordinates hold you in and their willingness to follow your decisions will also be ultimately decided by such considerations.

It naturally follows, therefore that a good amount of management time will be spent networking and maintaining or improving these all-important relationships. Australian management practices rate marginally above average when benchmarked internationally. Over the past 20 years, many governments have reformed their human resource management (HRM) practices with the goal of improving the skill level and efficiency of their workforce. However, the scope of reforms has varied tremendously depending on the economic, social and cultural context.

An example of management practice is delegation in Human resource management. Public managers are expected to improve the performance of their organisations and the outcome of their activities. They have to work together with their staff to encourage and support them in a quest for improved quality and productivity. By delegating some form of authority for HRM to line ministries and departments, government’s aim to increase the ability of public sector managers to adapt working conditions to the business needs of their organisation.

Most countries have increased the role of line ministries in HRM decision making. Australia has granted line ministries a greater degree of authority, thus line ministries have more flexibility to identify their staffing needs, recruit staff, and determine compensation levels and other conditions of employment. However Italy tends to have more centralised HRM models and it lacks flexibility to identify staffing needs and recruit staff.