2. INTRODUCTION
MANAGEMENT:Management involves the utilization of human and
other resources (such as machinery) in a manner
that best achieves the firm’s plans and objectives.
Three levels of Management:-
1.
2.
3.
Top Level
Middle Level
Supervisory Level

3. MANAGEMENT STYLES
 Managers have to perform many roles in an
organization and how they handle various
situations will depend on their styles of
management.
 A management style is an overall method of
leadership used by a manager.

4. CONT..
 Various management styles can be employed
dependent on the culture of the business, the
nature of the task, the experience and
personalities of the workforce and the
personality and skills of the leaders.
 Managers should exercise a range of
management styles and should deploy them as
appropriate.

5. CULTURE
 The organizational culture plays a significant
role in making organisations get the best out of
themselves.
 The HRD culture is one of that results from the
beliefs of the Top management initially and
subsequently from the HRD systems and
practices.

6. IMPORTANCE OF TOP
MANAGEMENT STLYES IN
BUILDING CULTURE

7. 
Different company, different type of culture,
yet different styles of managing is adopted.
 Employees portray the Co. to its customers.
 Change in the culture

8. Cont..
 Negative impact on business success if no
culture is build.
• Best Candidates.
 Loyalty Matters.
• Sense of belongingness.

9. DIFFERENT TYPES OF STYLES
1. Benevolent Style
2. Critical Style
3. Developmental Style

10. BENEVOLENT SYLE
 This style is indicated by behaviour that treat all
subordinates affectionately like father treats his children.
 Managers believe that this style is one that gets people
to work.
 This style is governed by relationships though tasks are
important.
 Such style promotes OCTAPACE only to some extent.

11.  Create feelings of dependency and high relationship
orientation also it lasts till the boss lasts.
 In crisis situations this style does extremely well as
people stand by managers.
 Cendian, a chemical logistics outsourcing company’s
CEO Mark Kaiser, emphases on benevolent leadership.
Kaiser has created a workplace culture on the principle
of success through others, that is, open and honest
communication, mutual trust, support and respect for
employees.

12. CRITICAL STYLE
 This is second most frequently exhibited style and
are mostly of theory X type.
 Managers of this style believe in close supervision
and constant monitoring.
 Managers cannot tolerate mistakes and complain
bitterly if conflict arise.
 They use punishment and fear more than reward
and encouragement.

13.  Such styles have found to create morale problems
and motivational issues.
 OCTAPACE culture gets least developed with
such kind of managers.

14. DEVELOPMENTAL STYLE
 Highly Mature Style.
 It
is considered
management.
as a real HRD Style of
 Employees are allowed to work in an autonomous
environment.

15. MANAGERS’ CHARACTERISTICSBelieve in empowering their subordinates.
 Make employees more competent.
 Focus on enhancing commitment towards the work.
 They are guided by long-term interest of the
organization.
 Employees are allowed to learn from their own
mistakes.
 Employees are allowed to resolve conflicts on their
own.


16. Examples of Developmental Styles

17. Henry Mintzberg on Culture
 “Culture is the soul of the organization — the
beliefs and values, and how they are manifested. I
think of the structure as the skeleton, and as the
flesh and blood. And culture is the soul that holds
the thing together and gives it life force.”

18. CONCLUSION
 The culture of any organization has a tremendous impact
on its success, and therefore culture building is a critical
function.
 Top management is mainly responsible in creating an
OCTAPACE Culture through their styles and roles.
 Of all styles, Developmental style is the most conducive
for creating an OCTAPACE culture.