Management Styles in Modern Organizations

An effective manager is someone who integrates multiple mindsets to navigate the complexities of their role, effectively reconciling contradictory demands and leading their organization toward success (Gosling & Mintzberg, 2003). They focus on self-management through reflection, understanding and organizing their organization analytically, adapting to global and local contexts, fostering collaboration, and driving action and change. By weaving these mindsets together, effective managers create a cohesive approach that enables them to manage themselves, their relationships, their organization, and the broader context within which they operate. This comprehensive understanding and flexibility allow them to respond dynamically to challenges and opportunities, making decisions that are informed by a deep integration of reflective, analytical, worldly, collaborative, and action-oriented perspectives Levinson (2003).

Effective managers do several key things:

• Align Individual and Organizational Goals: They understand their employees’ personal aspirations and find ways to align these with the organization’s objectives, thus fostering a mutually beneficial relationship (Levinson, 2003).

• Integrate Multiple Mindsets: They weave together reflective, analytical, worldly, collaborative, and action-oriented perspectives to make informed decisions, adapt to change, and lead their teams effectively (Gosling & Mintzberg, 2003).

• Foster Open Communication: They create an environment where feedback is encouraged, and employees feel comfortable discussing their goals, challenges, and ideas.

• Encourage Development: They focus on the growth of their team members by identifying opportunities for professional development that align with both the individual’s and the organization’s needs.

• Drive Performance: They set clear, achievable objectives, measure performance holistically, and motivate their team to achieve and exceed these goals.

• To develop my own management style, I would take several steps influenced by the insights of Levinson (2003) and Gosling and Mintzberg (2003):

• Self-Reflection: Consistently reflect on my values, strengths, and areas for improvement to develop a deep understanding of my own managerial philosophy and approach.

• Align Personal and Professional Goals: Strive to understand the personal and professional aspirations of my team members and explore ways to align these with the organization’s objectives, thereby fostering a motivated and committed team.

• Adopt a Flexible Approach: Be open to adapting my management style according to the situation, team needs, and organizational goals, integrating various managerial mindsets as needed.

My own Management style.

To develop my own management style, I would focus on integrating the five managerial mindsets described by Gosling and Mintzberg (2003). This approach involves cultivating a reflective mindset by regularly engaging in self-reflection to understand my strengths, weaknesses, and the impact of my actions on others. It also includes developing an analytical mindset by enhancing my ability to decompose complex phenomena into manageable parts, thereby improving decision-making and organizational efficiency. An effective manager goes beyond the traditional management by objectives (MBO) approach, recognizing the importance of aligning individual aspirations with organizational goals to enhance motivation and performance.

Self-Assessment: I will start by evaluating my own leadership qualities, communication skills, emotional intelligence, and problem-solving abilities. Tools like the Myers-Briggs Type Indicator can provide insights into your natural leadership style.

Feedback: Seek feedback from peers, supervisors, and subordinates to understand how my management style is perceived and where you can improve.

Adaptability: Be open to adapting my style to meet the needs of different situations and team dynamics. A flexible approach can often be more effective than sticking rigidly to one style.

Continuous Learning: Engage in ongoing professional development through courses, workshops, and reading on leadership and management. Learning from the experiences of successful leaders can offer valuable insights.

For a collaborative mindset, I would prioritize building relationships within and outside the organization, emphasizing communication, cooperation, and respect. This could involve participating in team-building activities, developing negotiation skills, and learning to manage conflicts constructively.

Developing an action mindset would require me to focus on effectively implementing strategies and driving change within the organization. This would involve setting clear goals, motivating my team, and being prepared to make tough decisions when necessary to achieve desired outcomes. An effective manager understands and leverages human nature, recognizing innate predispositions, developing competencies, and aligning personal values with organizational goals. Developing a management style involves self-awareness and adaptability, integrating one’s psychological type, needs, power bases, conflict styles, values, and stress responses. Benfari emphasizes the importance of recognizing the innate and learned aspects of management behavior, advocating for a model that accommodates individual differences while fostering organizational alignment (Benfari, 2013).

Strategies for Excellence in Environmental Management

In the dynamic and increasingly important field of environmental management, the role of a manager goes beyond traditional leadership paradigms, embracing a commitment to not only organizational capital success but also the well-being of our planet. This evolving landscape demands leaders who are both innovative and deeply rooted in sustainable practices. Efficient environmental management requires a blend of resource engagement, leadership styles, and goal setting.

To navigate the challenges, a robust engagement with diverse resources is essential. This includes researching academic and professional literature to stay abreast of the latest research, case studies, and theories in environmental science and sustainable management practices. Joining professional networks, like Eco Canada, participating in industry-specific conferences, and engaging with online forums dedicated to environmental management are crucial for exchanging ideas, strategies, and innovations with peers. The value of mentorship cannot be overstated, as learning from seasoned professionals and fostering collaborations with experts, NGOs, and governmental bodies focused on environmental issues provides unparalleled insights. Additionally, enrolling in specialized courses and certifications on sustainable management practices, environmental laws and regulations, and green technologies ensures a continuous expansion of knowledge and skills.

Aspiring to be a leader in environmental management involves embodying certain key characteristics. A visionary yet practical approach is paramount; while it’s important to focus on the future of sustainability, implementing practical, impactful solutions that can be adopted in the present is crucial.

Best management style for my workplace

As a professional working in a small environmental consulting firm in Toronto, with a focus on excess soil management, O.Reg 406/19, and O.Reg 153/04 phase one and two reports, I’ve come to understand that the optimal management style for our organization is one that is adaptive, participative, and deeply rooted in understanding both the nature of our work and the nature of our team.

Drawing upon the insights from Benfari’s “Understanding and Changing Your Management Style: Assessments and Tools for Self-Development” (2013), it’s evident that management styles are not one-size-fits-all, especially in specialized fields like ours. Benfari emphasizes the importance of recognizing individual differences, managing conflicts effectively, and aligning organizational values with those of employees to enhance adaptability, resilience, and effectiveness in dynamic settings.

For our firm, a participative management style has emerged as the best fit. This approach fosters open communication, collaboration, and flexibility, allowing us to leverage the diverse skills of our team while encouraging innovation. It respects individual competencies and promotes collective responsibility for project outcomes, which is crucial in the complex field of environmental consulting.

For the organization, aligning goals with the strategic vision encompasses initiatives like the launch of new products or services, exploration of new markets, or the fulfillment of sustainability targets. A focus on operational efficiency—aiming at streamlining processes, reducing costs, or elevating customer satisfaction—complements strategic objectives. Moreover, setting goals around employee development, retention rates, and succession planning is vital for ensuring the long-term vitality of the organization.

The measurement of achievement hinges on the identification and tracking of Key Performance Indicators (KPIs) relevant to each goal. For strategic objectives, metrics such as market share growth or revenue targets may be pertinent, while operational efficiency might be gauged through process times, cost savings, or customer service ratings. Implementing regular feedback mechanisms, through surveys, one-on-one meetings, or suggestion boxes, facilitates a continuous assessment of progress towards these goals.

Regular personal reflection on one’s development and leadership effectiveness, anchored in self-assessment and feedback from peers or mentors, is essential for personal growth. Celebrating milestones, both individually and as a team, is also very important.

My personal code of ethics

Based on the insights from the “Complete Ethics Management Guide: Toolkit for Managers” by Johntalaguit, my personal code of ethics, shaped by a blend of practical approaches and philosophical underpinnings to ethics in the workplace, would encompass the following key principles:

Promote a Culture of Integrity Over Compliance: Prioritize ethical decision-making that goes beyond mere adherence to laws and regulations, emphasizing the importance of integrity, honesty, and moral excellence in every action and decision.

Encourage Open and Honest Communication: Foster an environment where employees feel safe and empowered to voice concerns, ideas, and ethical dilemmas without fear of retaliation. This includes supporting a culture of dialogue and reflection on ethical practices.

Commit to Sustainable and Responsible Environmental Practices: As an environmental scientist, I will advocate for and implement practices that protect and preserve the environment for future generations, ensuring that all projects contribute positively to ecological sustainability.

Engage in Continuous Ethical Education and Awareness: Commit to ongoing personal and professional development in ethics, staying informed about emerging ethical challenges and solutions within my field and the broader environmental context.

Build Trust through Transparency and Accountability: Ensure that my actions, decisions, and the outcomes of my work are transparent and that I hold myself accountable to stakeholders, including the community, clients, and the environment.

Respect for Stakeholders: Treat all stakeholders, including clients, colleagues, and the community, with respect and fairness, recognizing their dignity and rights.

Continuous Improvement and Learning: Commit to ongoing learning and improvement in professional knowledge, skills, and ethical understanding, staying abreast of new challenges and solutions in environmental science.

Transparent Communication: Foster open and honest communication, ensuring that information is shared appropriately and transparently with stakeholders.

Ethical decision making

Ethical Decision-Making: Engage in thoughtful and principled decision-making, considering the ethical implications of choices and striving for outcomes that balance organizational objectives with societal and environmental well-being.

To date, my decision-making process has primarily been guided by a focus on compliance with environmental regulations, specifically Ontario Regulation 153/04, and a pragmatic evaluation of legal liabilities, costs, and benefits. This approach ensures decisions align with legal requirements, minimize risks, and optimize financial outcomes for both the client and the company.

I’ve identified several decision-making tools that could enhance this process,

Decision Matrix – This tool involves listing options and criteria for decision-making, scoring each option against these criteria, and calculating total scores to identify the most favorable option. It could systematically compare alternatives against multiple factors, including environmental impact, legal liability, and cost efficiency.

A basic decision-making process could involve:

• Identifying the Decision – Clearly define the nature of the decision to be made.
• Gathering Relevant Information – Include regulatory requirements, potential risks, and financial implications.
• Identifying Alternatives – List all possible options for action.
• Evaluating Alternatives – Use tools like SWOT, CBA, and the Decision Matrix to assess each option against predefined criteria.
• Making the Decision – Choose the option that best balances legal compliance, environmental responsibility, cost efficiency, and profitability.
• Implementing the Decision – Take the necessary steps to act on the decision.
• Reviewing the Decision and its Consequences – Evaluate the outcomes to inform future decisions.

Exploring the realm of decision-making tools tailored for environmental management, I came across a comprehensive analysis that highlights the diversity of such tools across economic, social, and environmental pillars. Tools like Benefit-Cost Analysis (BCA) and Life Cycle Assessment (LCA) have been identified as critical for making informed decisions that span these dimensions. BCA, for instance, is instrumental in evaluating the economic and non-economic benefits of environmental decisions, while LCA provides a framework for assessing the environmental impacts of products, processes, or systems over their entire life cycle. These tools, among others, offer a multifaceted approach to decision-making that integrates sustainability into core operational and strategic considerations. For more detailed insights on these tools, visiting the National Academies Press website and exploring their report on sustainability concepts in decision-making might prove invaluable​.

References

Gosling, J., & Mintzberg, H. (2003). The five minds of a manager. Harvard Business Review, 81(11), 54-63. https://web.p.ebscohost.com/ehost/detail/detail?vid=0&sid=e5ee1cc1-6e1e-4834-8560-caedfe088d2e%40redis&bdata=JkF1dGhUeXBlPXNzbw%3d%3d#AN=11187580&db=bth

Levinson, H. (2003). Management by Whose Objectives? *Harvard Business Review*, 81(1), 107-116. https://web.p.ebscohost.com/ehost/detail/detail?vid=0&sid=56fc6c36-fcbf-4d74-88f8-d1f409e60eeb%40redis&bdata=JkF1dGhUeXBlPXNzbw%3d%3d#AN=8796896&db=bth

Benfari, Robert C.. Understanding and Changing Your Management Style :Assessments and Tools for Self-Development, John Wiley & Sons, Incorporated, 2013. ProQuest Ebook Central, https://ebookcentral.proquest.com/lib/royalroads-ebooks/detail.action?docID=1221738.

Verhezen, P. (2010). Giving voice in a culture of silence. from a culture of compliance to a culture of integrity. Journal of Business Ethics, 96(2), 187-206. https://www.jstor.org/stable/40863731?saml_data=eyJzYW1sVG9rZW4iOiIwMTRkNjk5Mi0zNjQ4LTRiNzctOGI5OC0xNWI0ZjQ2YmNhZTEiLCJpbnN0aXR1dGlvbklkcyI6WyJmNDRjYjE5MC00OGE5LTRmNzctODIxNi1lYWE4ZjhkYWE4OTQiXX0

McNamara, C. (1997-2008). Complete guide to ethics management: An ethics toolkit for managers. https://management.org/businessethics/ethics-guide.htm