AUTHORITARIAN MANAGEMENT STYLE

by Lincoln E. Bittner

To be an effective manager, you need to understand the basic styles of management, and when they are or are not appropriate. What follows is one of the most common styles of management, and when it is appropriate to use this style.

Mistaken Authority

During many years of management, I have seen newly promoted managers view their position as license to enforce this newly created authority onto coworkers. The new manager's demeanor changes almost overnight from a team player to one of total domination. This new manager acts as if the reason that he was promoted is because of his superiority, and everyone else suddenly needs his direction. This is a good example of an authoritarian management style. An authoritarian manager is someone who takes complete control of the operation without taking advantage of the skills of those around him. This person demonstrates in his/her actions that his/her decisions are the only ones that matter.

The results of this kind of action are devastating to an organization. These actions will result in loss of production, poor morale, and sometimes will result in destructive behavior. This is one of the reasons that it is so difficult to move into management. The incumbent poses a risk to the organization that senior management is wise to take into consideration.

Consider the following story, and what you would have done.

Jan had been with the company for many years. She had worked in many departments, and could always be counted on to take good care of her customers. Jan began to consider her current position as an opportunity to move into management if she played her cards right. She would work hard, and take every opportunity to show her manager that she was a capable and loyal employee.

As time went on, she was given assignments that tested her supervisory abilities. She was effective at performing these duties, and was finally promoted to a supervisory position. The employees who worked with Jan enjoyed her enthusiasm, and felt that they enjoyed her trust and confidence in them.

Management was very happy with the progress that Jan had made over the past few months, and decided to use her talents in a newly created management position over an existing department. She had demonstrated her skill at accomplishing complicated procedures, and they felt that she had earned the chance at a management position.

Jan was promoted to the position as special projects manager, and an announcement was sent to the entire division of the company. This made Jan very proud, and she set about formulating a plan that would allow her to demonstrate to management that they had made the right decision. She felt that if she demonstrated to management that she was good at this position, her rise to the top would be rapid and successful.

Jan began her new position by meeting with each person in the department to review what they did, and how they accomplished their duties. During these sessions she kept notes, and instructed each employee as to the changes in their routine that she wanted implemented. When the employee attempted to discuss the changes, she told them that management had put her in charge because of her good judgment, and that “some changes needed to take place.” Because of Jan’s decisions, output dropped, and absenteeism rose.

After many counseling sessions, management finally had to step in and make changes to the structure of the department, and Jan was replaced.

When to use this style

So when is it proper to use an authoritarian form of management, and what is the best way to proceed? It is acceptable to use an authoritarian management style when the safety of your coworkers is at risk, and you must solicit action from them in a timely manner. In this case, you as a member of management are responsible for the safety and welfare of those around you. When these situations arise that you must take swift and decisive action, you must do it properly.

There will be occasions where those around you may not recognize the need for your decisions, and you may not have time to discuss your decisions with them. You may raise your voice to be heard, but the tone and inflection of your voice must be without emotion. Remember, it is your responsibility to see that everyone is safe, and your actions must clearly demonstrate your calmness and concern for them.

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