Management Style

McGregor suggests that the two contrasting styles of management are the styles of individual managers subjective. Theory Y is more participatory style of management than the authoritarian one. McGregor believes that managers can have their style, and doubts about the effectiveness of Theory X to the achievement of organizational objectives.

Blake and Mouton just thought that land managers are the replies to the questionnaire and analyze whether the manager is task or people oriented. There are five non-typical styles, which are contained in the corners and the center of the network, from the impoverished management (low risk, both for production and people) to the team (high concern, such as people and production).

Other organizational behaviorist has similar styles, including Likert and Reddin. Reddin create 3 - D model, developed from the Blake Mouton Grid. The model adds third dimension of the managerial staff efficiency task orientation (OM) and the relationship orientation (RO). Reddin identified four basic styles. They are separated (low and RO), Dedicated (major), which relate to (High RO) and integrated (High and RO). Each of these styles can be effective or ineffective, subject to the situational context. Management effectiveness is distinguished from the overt and personal effectiveness.

Application of administrative efficiency in the four basic styles gives eight pillars, four are considered to be more efficient. The success of the managerial staff effectiveness depends on choosing the right style, as put in the situation