Business Report: Management Styles and Organizational Adaptability

This report analyzes the impact of management styles on the role of managers, focusing on directive and pacesetting approaches and their effectiveness in different organizational contexts. It explores how organizational structure and culture respond to changes, referencing Mintzberg's model and Peter's analysis for strategic adaptation. The report also emphasizes the role of individuals and groups in promoting and accepting organizational changes, highlighting the importance of communication, teamwork, and continuous learning. Ultimately, it concludes that effective change management requires a balanced approach, considering both management styles and employee involvement to ensure successful adaptation and organizational growth. Desklib provides a platform to access this and many other solved assignments for students.

Running head: INTRODUCTION TO BUSINESS
Introduction to Business
Name of the Student
Name of the University
Author Note

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INTRODUCTION TO BUSINESS
Table of Contents
Introduction......................................................................................................................................2
Discussion........................................................................................................................................2
Major Findings.............................................................................................................................2
Effects of management styles on the role of manager.................................................................2
Response of organisational structure and culture to changes......................................................3
Role of the individuals and groups..............................................................................................4
Conclusion.......................................................................................................................................5
Reference.........................................................................................................................................6

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INTRODUCTION TO BUSINESS
Introduction
The role of a manager is uncountable in an organization as he/she need assert various
different styles of management that could bring into achievement of long term goals of the
organization. The manager is even highly responsible for the adapting to different strategies and
practices that can easily accept the changes of the environment. The purpose of this report is the
three major findings of the impact of the management styles on the role of the managers,
response of the organisational structure and culture towards the changes and the last finding
indicates the role of the managers to develop to the environmental changes.
Discussion
Major Findings
Effects of management styles on the role of manager
The directive style of management was applied in the organization and pacesetting style
of management was applied along to control the operations and make it further implement in the
organization to accomplish the objectives (Drucker and Koontz 2016). Directive style of
management indicates the direct and immediate observance from the employees and the actions
are taken quickly by the managers without any discussion. This style of management or
leadership is effective when there is a sudden change in the organizational decision making and
whereas the variations are considered as risky. Pacesetting style of management is practiced
when the there is a primary objective of achieving high rate of excellence in task results (Burke
and Barron 2014). In this type of management style the managers perform task personally and
even expect its employees to follow the same pattern.

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Both the different styles of management styles are useful to gain competition and bring
effectiveness in the organization but it can affect the role of a manager while decision making.
However, pacesetting style is not effective in a situation where the workload requires assistance
from others and in terms there is less intercommunication and coordination within the
organizational structure. Directive style of leadership is applicable in place where the change
management is undertaking, but change management requires learning to absorb the changes and
compromise the comforts. Similarly, directive style does not allow learning with its implications.
Response of organisational structure and culture to changes
In the case study the decisions were taken earlier without any prior discussion which lead
to a huge and abrupt change in the organization and among the employees. Several changes were
made in the upcoming days as initially a market analyst was hired and at the same time new
designers were brought into organizations to bring into new creativity and design in the styles
(Doppelt, B., 2017). The organization in order to address the changes adapted the strategy to
hire new perspectives that would bring fresh ideas and development practices to overcome the
current challenges. Events were suddenly changed as like the salesman’s commission schedules
were changed, various regional vice-presidents were put on road and even the departmental
budgets were cut down by 15%. Sudden changes in the financial section of the organization were
brought to cut down the expenses in the times when the returns of the deliveries were being
increased. The temporary shuffling of the regional vice presidents was a close tactics to make
their long term experience to investigate closely of the situation.
Then supplemental recap of the printouts started being published every day along with a
handwritten recap, with a change in the printout format of the same. These certain changes were

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not mandatory instead initial step was to analyze the internal and external factors that needed to
explore the gap and fill them with adequate enhancement of the resources. In this case, to
analyze the appropriate model would be Mintzberg’s model. The Mintzberg’s model would help
to configure organizational structure with five elements, including the executive managers to the
operational line of the organization (Knoke 2018). The other model of Peter’s analysis can also
contribute towards handling change. As this model focuses on structure, strategy, systems,
management styles, skills, and people, and shared values to response to changing market
situations. It exerts that success for an organization is its growth and financial returns with
reputation to offer quality, service, and overcoming interesting challenges, and become flexible
enough to respond to changes quickly.
Role of the individuals and groups
The manager could have developed a culture ensuring special programs and strategies
that could result into high performance of the organization (Blattner and Walter 2015). The
allocation of the resources such as hiring practices are to be made in such manner that it fits the
organizational vision, mission and value factors. In any of the organization the manager should
ensure that the communication flow in the organization is healthy as it will help to built
cohesiveness and common goal. Teamwork should be promoted that will help to manipulate and
accept the changes that are made suddenly.
The ability to learn in an organisation is one of important aspect that the organization
should practice to break the crucial point of continuous change strategy (Hayes 2014). Individual
and groups are responsible to promote and accept the changes to contribute in the change
implementation of the organization. The environmental changes keep on excavating the
decisions of the organization made the managers for which this is an effective way to overcome

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such challenges. However, an effective way out to conquer the downfall situation of the
organization was insufficient due to the bad attitude of the managers. The clarity to make the
employees understand the organizational vision and mission to clear the perspective that can help
to manage the continuous change.
Conclusion
From the above findings it can be concluded that the major findings are the necessary
impacts and activities that are found in the organization and affect the role of a manager.
Pacesetting style and directive style are a kind of management style that are used and is effective
in change management. However, use of this both the style is not suitable in a decision making
where the organization lacks coordination and where the employees are not easily influenced
towards transformation. The organizational changes could have been measured more accurately
and sorted with the help of Peter’s analysis model and Mintzberg’s model. The organizational
employees are clearly responsible for the contribution towards successful adaption of the change.

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Reference
Blattner, J. and Walter, T.J., 2015. Creating and sustaining a highly engaged company culture in
a multigenerational workplace. Strategic HR Review, 14(4), pp.124-130.
Burke, R. and Barron, S., 2014. Leadership Theories and Styles.
Drucker, P. and Koontz, H., 2016. Leadership and Management. Leadership.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Hayes, J., 2014. The theory and practice of change management. Palgrave Macmillan.
Knoke, D., 2018. Changing organizations: Business networks in the new political economy.
Routledge.