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Management Leadership Styles

As a result, TK Maxx has developed intrinsic rewards including praise and recognition to motivate their employees. These include their ‘Every Product Counts’ method. This is where a TK Maxx employee is recognised by the managers for an achievement in the workplace by doing activities that help the firm to minimise theft and maximise profit. This includes identifying products without security tags and then ensuring that they do. They are then rewarded with the ‘Every Product Counts’ ticket which is a token of their recognition, which can then be put into a draw to win store credit to redeem at any TK Maxx store.

For example, while serving a customer at the counter, I detected that there was an incorrect ticket on one of the products and informed my manager about it. As a result, I was given a pat on the back and awarded with an ‘Every Products Counts’ ticket, as well as being told to keep up my good work. However, not all employees of TK Maxx are motivated by opportunities to win credit vouchers to spend in the store. For example, a team mate of mine did not want the store credit voucher, and then gave it to his

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sister as he does not shop with TK Maxx.

This suggests that he may not be motivated by this incentive and therefore, may not participate in these activities. This can reduce the likelihood for the firm to meet their company aim ‘To maximise profit’ and as a result, not be so effective.

A proposal on how TK Maxx could motivate the employees in getting involved in the decision making process, is running competitions that award the employee with the best suggestion for a decision making process. For example in this case, the employee who can come up with the best location for the Christmas party in terms of budget and popularity can win a store credit voucher to spend in TK Maxx. This can encourage shy and lazy employees to open up and show off their creative abilities for the benefit of the firm. As a result, this can help them to attain the ‘self esteem’ stage of Maslow’s ‘Hierarchy of Needs’ as this opportunity can help the employees to feel proud of themselves and appraised by colleagues and managers.

Management Leadership Styles The daily roles of a manager include sharing certain tasks, and the day-to-day administration of their responsible department. They must work thorough their subordinates to complete tasks, and so it is important that the associates are motivated so they can complete these tasks effectively and on time.

More importantly, it is vital that the right manager is recruited by the company that are aware of the things that get employees working effectively, to help achieve the company aims and objectives including ‘Attaining the company shrink target of 130,000’. There are three main types of management leadership styles; Autocratic, democratic and Laissez- Faire. They each have a unique balance of interpersonal, decisional and informational roles.

Informational roles are concerned with collecting and sharing information about certain assignments. For example, in TK Maxx, the managers are responsible for distributing tasks for each associate to do, such as serving the customers at the counters and taking delivery in the basement. Interpersonal roles are concerned with monitoring the progress of tasks. For example, in TK Maxx, when the associates do the tidying up of their assigned department, the managers supervise that they are doing it the right way at the right pace, since they are all have to evacuate the store premises at a certain time.

Decisional roles are concerned with planning the work of their department and taking necessary decisions to ensure this work is successfully carried out. For example, TK Managers need to be aware of any absenteeism to occur during the day by nine o clock in the morning, so that they can take necessary decisions such as making phone calls to associates to see if they can cover an employee’s work shift.

Laissez-Faire

This is where employees are set objectives and then given freedom to direct the task, improvising with the available resources to work with. This is as revealed by my personal experience. A previous manager of the TK Maxx store I am working for had a Laissez-Faire management style. At the start of the shift, I was told what my day’s task was and then sent to do it with my colleagues, which at the time was putting out recent delivery. I can recall asking the manager how long I should take and then found out that there was not necessarily a time limit, but rather I was expected to do a good job. As a result, my colleagues and I took our time and talked to each other while working together to put out the stock using tools such as safety knives for assistance.

Assessing this method of management, there are very high enthusiasm levels for the assigned tasks since the employees enjoy the power of directing them their own way and making their own decisions concerning the tasks, so they are motivated to do the work. However this can cause low levels of productivity from the employees. They may be motivated to complete the set objectives, but also they are motivated to talk with the amount of freedom given. With the manager’s presence being absent most of the time attending to things other than supervising the employees, has given employees excessive opportunity for social interaction, meaning that concentration on the assigned tasks will be reduced significantly.

This style of management can also risk achieving company aims and objectives. For example, when it comes to tidying up the store for the next day’s trade, employees can be distracted from their tasks and talk to each other excessively, and so the team may not finish tidying up on time, meaning TK Maxx will have to pay the employees for overtime which can interfere with their profit making company aims.

Another personal experience of the Laissez-Faire regime in the TK Maxx store was that I was given freedom to choose whenever times and days to work, as well as whatever number of hours each day. For example, I used to work for three hours on a Friday when the minimum to work per day is four hours. As a result, ‘Laissez-faire’ is not efficient in terms of managing human resources. In TK Maxx, there are some days like ‘Saturdays’ where trading is very busy and thereby require more staff to work on the particular day of the week. However, there are also days where the store is not quite so busy and thereby require very few employees to work on the particular weekday.

I would recommend that the manager should have critically decided whether or not I can work at a particular weekday at a particular time, for a certain amount of hours, and should have worked out that it would not be necessary for me to work at a particular date. Being aware of this in future, would improve the management skills of the manager.

Fielder’s Contingency Theory

Fred Fielder suggested that the effectiveness of a manager depends on how much they are needed by their team. He identified three conditions which can affect the effectiveness of management style. However, condition three is most relevant to the Laissez-Faire style of management, which could explain why the manager of this style has to behave this way. It states that the position of power of the manager is low and the task is poorly structured, as well as poor employee-manager relationships. As a result, Laissez-Faire management could be acceptable in some cases.

Authoritarian

This is the leadership style where all the decisions are made at the top of the hierarchy (i.e. top management), and the employees are given very little responsibility. This is as revealed by my personal experiences. A previous manager of TK Maxx began with an authoritarian management style. She believed that temporarily having a stern management style can boost the overall productivity of the store by disciplining employees, constantly informing them to stay on task and avoid social interaction. This was due to a crisis in team performance ratings in the store.

I had no opportunity to make a say when it came to changing working hours and dates. For example, I requested to work on particular dates for particular hours, but then I could only select from a list which dates and hours I can work. This was because the dates and hours of my choice had sufficient people working already. I became de-motivated to work these dates and hours provided since they clashed with some of my important commitments including school. As a result, I was pushed to resign from my employment with TK Maxx and seek another job which offered flexible hours to suit my lifestyle.

This suggested that the authoritarian management style is very knowledgeable. Unlike the ‘Laissez-Faire’ regime, this style restricted me to work certain dates and hours, demonstrating more efficiency with human resources available. However, because I did not have any influence in the decision of me working my ideal hours and dates, I felt undervalued to the point that I did not feel part of the TK Maxx team.

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