sim2015_prezentation_taucean

7/23/2019 SIM2015_prezentation_Taucean

http://slidepdf.com/reader/full/sim2015prezentationtaucean 1/19

Ilie Mihai TĂUCEAN

Matei TĂMĂŞILĂ

Gabriela NEGRU-TRĂUŢI

Study on management styles and

managerial power types for a largeorganization

Politehnica University Timisoara



~ INTRODUCTION

~ ORGANIATIONA! STRUCTUR"S

~ !"AD"RS#I$ ST%!"S

~ &ANAG"&"NT $O'"R

~ CAS" STUD%

~ CONC!USIONS



~ INTRODUCTION

The leadership style represents the behavioral model which

characterizes a leader (DuBrin, 1995!

" way o# approachin$ the leadership styles is the one which ta%es

in account three %ey&points on leadership continuum!

The or$anizational power o# a leader (mana$er derives also #rom

position power (le$itimate, reward, coercive and personal power(e'pert, re#erent! t is very important the way in which the employee

perceives the or$anizational power #or the de$ree in which the

or$anization is success#ully or not!



~ INTRODUCTION

The paper presents a study re$ardin$ leadership styles and

mana$erial power at lar$e or$anization, and a comparative study

between the issues!

)rom a *uridical point o# view, in +omania, lar$e (and very lar$e

scale or$anisations are or$anisations with at least 5- employees

(more than 1--- employees respectively!

n our case study, we analyse a hi$her education or$anisation

(university with 1.5 employees (/0 employed in education

activities and /- employed in au'iliary didactic and non&didactic

activities! The tar$et was the support positions in or$anisation #or

didactic activities, meanin$ the au'iliary didactic employees and

non&didactic, 5-- o# them #rom main or$anisation structure!



~ ORGANIZATIONAL STRUCTURES

#ierar()i(al * &atri+ Aut)ority , $ower

+ector

)aculties

Departments

+ector

)aculties Departments

)aculty 1

)aculty

)aculty n

Department 1

Department

Department m



~ LEADERSHIPSTLES

Fig. 1. Blake Mouton Managerial Grid

S!"r#e$ Robert R. Blake and Anne Adams

McCarse, Leadership DukennasGrid

!olutions, "ouston# Gul$ %ublishing

Compan&, 1''1



~ MANAGEMENT PO%ER

(ohn R. %. French and Bertram Ra)en *1'+'

-he model o$ + poer t&pes consists in#

C!er#i&e '!(er

Re(ar) '!(er

Le*iti+ate '!(er

Re,eret '!(er

E.'ert '!(er



~ MANAGEMENT PO%ER

The or$anization which is analyzed has activities in

public services domain (hi$her education & university!

& Direct method o# study, based on obtainin$ directly

the in#ormation #rom the individuals (employees #rom

support compartments!

2e $et responses #rom 15 employees!

& The structure o# the or$anization & #rom a classical

pyramidal structure to a matri' structure!



~ MANAGEMENT PO%ER

O-.e(ti/es3

denti#yin$ pre#erences about leaders power type

denti#yin$ the leadership style

denti#yin$ the possible relations between the two models



~ MANAGEMENT PO%ER denti#yin$ pre#erences about leaders power type

Fig. /# %oer le)el e)aluation



~ MANAGEMENT PO%ER denti#yin$ pre#erences about leaders power type

Fig. 0. )aluation o$ managerial poer t&pes



~ MANAGEMENT PO%ER denti#yin$ the leadership style

Fig. 2. Managerial Grid



Fig. +. ManagerialGrid ith Managerial

%oer -&pes#

a.lo poer3

b.medium poer3

c.high poer3

d.all le)els



~ CONCLUSIONS

The main ob*ectives o# this study were to identi#y the leadership style,

pre#erences about leaders4 power type, and the relationships between

them!

The employee considers that their leaders have a hi$h re#erent and

e'pert power and low reward and coercive power, and medium le$itimate

power!

The leadership style is both people and tas%s centered, encoura$in$ the

subordinate participation to decision ma%in$, promotin$ trust and mutual

respect! mployees consider that team wor% is the most e##icient #or

or$anizational optimal activity! 2e consider that the leadership style is

consistent and appropriate with the type and size o# studied or$anization!



~ CONCLUSIONS

+e$ardin$ power, the level o# power resulted #rom the study is perceived

not enou$h #or about a third o# employees (.!6 with low power and

the recommendation is to reconsider the chain o# command establish in

the or$anization and the authority #rom all levels, but especially #or bottom

and medium mana$ement (so an bottom&up analysis is re7uired!

2e also consider that e'pert and re#erent power is well established and

used in or$anization, with a need to increase the reward power type(which is now at -!56! +eward power is also connected with the level

o# power, so both our recommendations (re$ardin$ power level and type

are correlated!



~ CONCLUSIONS

By inte$ratin$ the power type4s model into Bla%e&8outon leadership $rid,

we can see that the scatter o# the power levels are similar, only thenumber #or the each level i# di##erent! 2e consider that this is a $ood

situation and we need to do #ollow&up and #urther analyses in the #uture to

see i# and how this will chan$e in time!

Because o# the in#luence o# #actors li%e3 wor%#orce mi$ration,

demo$raphic decrease, education system chan$es, wor%#orce

characteristics evolution etc!, the orientations and priorities o# the

leadership styles compatibility can chan$e in time!



Thank youThank you //

sim2015_prezentation_taucean

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