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The importance of different management styles and approach's

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marie jones

on 16 December 2014

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Transcript of The importance of different management styles and approach's

Management styles in employment relations may not be what you think........
The importance of different management styles and approach's on UK employment relations
working together,hand in hand
conflict will occur
(FOX, 1974)
Sophisticated Paternalist

Sophisticated Moderns(constitutionalists)
Sophisticated Moderns(consultors)
Standard Moderns
(Purcell and Sisson 1983)
The history of different management styles
The third member of the employment relationship
The Government
Governments set legal frameworks for managers from their social and economic policies.
These frameworks will influence the behaviour of managers and play a vital role in why a manager may choose a certain style or approach.
The history of different management styles
The Government after the second world war became the third player in the employment relationship.
Successful governments after the war adopted the Keynesian policy to provide full employment and increase the demand for goods and services.

Full employment and tight labour markets led to an increase in workplace bargaining.
Managers struggled to uphold managerial rights

New laws were passed such as:
Sex Discrimination Act 1979
Race Relations Act 1976
Equal Pay Act 1970
Balance of power to the workers
The Keynesian policy which all the governments adopted within these years supported collective bargaining and trade union representation.
Giving power to the employees

Taking a plurlist approach to managing employees.
A new Conservative government under Margaret Thatcher came into power who challenged the collective values of previous governments.
The new government promoted individualism
Managers were moving away from the pluralist approach of the post war decades towards a unitarist approach
Employment Act 1980,1982 outlawed the inappropriate use of Trade union power.
Other laws passed were to limited or remove employees protection,this making it easier for an employer to dismiss an employee and gave managers a greater degree of freedom to alter the employment relationship.
(Poole and Mansfield,1993)
Balance of Power to the Managers
Within the economic climate of the 1980s saw Britain in a recession,this gave managers a larger labour pool to choose from and also companies were trying to cut costs which reduce employees bargaining power with managers.
The Conservative Government firmly shifted the balance of power towards employers and that managers should uphold the upper hand in employment relationship.
(Thornhill,Lewis,Saunders 2003)
The History of different management styles
1997-Present day
From the 1980s managers changed to take on the new individualism.

Best Practice Models emerged which included direct communications and employee involvement.
Growing individualism and self interest has emerged which undermines the collective valves
The link between the governments,the economy and managers.
A pattern has emerged from how the government handles the economy and the economic climate to how managers choose their approach to employment relations.
When the economy is doing well the balance of power is with the employers as seen from 1945 up to the late 1970s.
When the economy is unstable and in a recession the balance of power is with the employer.

What management styles mean in employment relations
Frames of reference:Unitarist and Pluralist
5 Styles of management and individualism and collective

The Government the third member
The history of different management styles
1997 - present day.

The link between all three member and what influences the government and the economy have on management styles.
Dundon, D. & Rollinson, M. (2007)
Understanding Employment Realtions.
Berkshire: Mcgraw-Hill
Lewis, P. & Thornhill, A. & Saunders, M. (2003)
Employee Relations understanding the employment relationship.
Essex: Pearson Education
Williams, S. & Smith,D. (2006)
Contemporary Employment Relations
.New York: Oxford University Press.
Hazlehurst, J. (2013) Its down to you,People Management,March 2013,CIPD,pp 19-24

Anon (2013) Eight Hr stories that changed the world. People Management, March 2013, pp38-41.

Hazelhurst, 2013: 1
Cully, M. & Oreilly, A. & Dix, G. (1999)
Britain at Work:As depicated by the 1998 workplace employee relations survey.
London: Routledge
Wilton, N. (2013)
An Introduction to Human Resource Management.
London: Sage Publications
Purcell, J. (1982) Macho Managers and the New Industrial Relations. Employee Relations,Vol 4(1), pp3-5
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