Authentic and Transparent Management

Our External sales people use mobile information technology to keep up to date with emails and to produce quotes when out on the road.

ANS: Virtual Company use electronic means to transact business as opposed to a traditional brick and mortar business that relies on face-to-face

Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses just demanding what

All management styles are to a certain extent determined by the given situation and the needs of the workers and the culture of the organisation. There has been a notable shift away from authoritarian style management where control is the key concept to a more empowering team working style. Managers that direct, control the work of their staff and co-ordinate have recently been replaced with managers who coach and council who are team leaders. A successful manager develops effective

i. Darla: To effectively motivate employees to change with the strategy implemented managers will benefit from using the authentic leadership method to gain employee trust and build overall confidence and morale in the different departments Riordan has. This strategy requires managers to be genuine with employees about who he or she is as a manager, encourage open communication, share information to keep employees on the same page, and lastly stick to the ideals and best interest of the company. Using this method is one way Riordan can implement a bureaucratic structure to the current informal customer information function.

With that in mind, leadership theory has identified four management styles--authoritarian, democratic, participatory, and laissez-faire. There is inherently nothing wrong with any of them; all have their place at any given time. But it's the communication aspect that is important when implementing any given method of leadership that makes an organization rise or fall, and determines if respect is retained or lost within the group. Stated another way, the problem does not lie in the styles themselves, but rather in the presentation.

Management styles are different according to the individual or determined by the company itself. Autocratic style of managing is one of them. In this style a manager does not take into consideration any ideas or suggestions of subordinates. Managers that convey this kind of style rely only on the ideas of his or her own and employees are to carry out tasks dependent upon the exact directions of the manager. Most of the time employees lack motivation to work with these kinds of managers (Management styles-Meaning and different types of styles, n.d.).

With an organizational theory perspective, this article best articulates a manifestation of 2 important concepts in the mobile market:

Management styles are wide and varied across the entire world of work. The specific type of management that works for one particular set of workers does not always work for another group of employees. Almost everyone has come into direct contact with a manager at some point in their careers. It is the relationship between the employee and the manager that must be keenly developed; in order for an office, factory, restaurant, or similar organization to run smoothly and effectively. When an organization is being managed efficiently, workers are much more upbeat, production levels are optimal, and the overall working environment has a fragrance of positivity. In sharp contrast, when an organization is ineffectively managed, more times than

Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses

Locate four articles or books on your philosophy written by different management theorists and published in the past 5 years in academic literature. At least two must be from peer-reviewed journals. The articles or books may be theory articles, research articles, or a combination.

In my profession, I have had the opportunity to be in the company of many types of people. I have seen various management styles, on many different levels. For some, the

“Management is active, not theoretical. It is about changing behaviour and making things happen. It is about developing people, working with them, effort to achieve objective and goals.”(L.Mullins, 2010. P, 425)

Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager's face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.

In the early 1900’s, some of the first ideas were thrown together to allow an organization to flourish in the upcoming modern era. The first theories were known as scientific and classical management, which focused on three separate theories from Frederick Taylor, Henri Fayol, and Max Weber. The three theories have similar ideology in the fact that organization is driven by management authority, employees only source of motivation is money, and organizations are machinelike with employees making up the parts of the machine (Papa, Daniels, & Spiker, 2008). In the Prophecy Fulfilled case study, Mary Ann (senior auditor) takes on a management role with subordinates similar to that of Weber’s Bureaucratic Theory (Daniels 1987, pp. 77-78).