Management style

This sample is designed to summarize the key steps in the process a centralized company or division plans to follow in developing PSM. Note that the primary difterences indicated relate to reporting requirements and timeframe the process components remain the same regardless of organizational structure or management style. 

Thus the next step, once a PSM framework is established, is to gain a practical understanding of your company s culture and management style, and in general" how we do tilings here." This will define the company-specific context in which you can plan for practical application. 

On a smaller scale, a facility manager may rely on participatory management techniques, such as quality circles or task teams, or may pursue a more traditionally hierarchical approach. Similarly, a division may display entirely different management styles in several different function areas the sales organization may be highly structured, while research and development is more collegial and informal. 

In the course of your work to date, you have identified your company s management style in different divisions, regions, and locations. If this style favors centralized management, a companywide PSM implementation strategy may be highly effective. 

Depending on the size ot the facility and its management style, such reporting may be written or provided as an oral update, e.g., at the plant manager s weekly staff meeting. Figure 8-1 shows a completed example of a written monthly status report. 

Process safety management can be applied worldwide, but the implementation of PSM cannot succeed simply by taking U.S. programs and attempting to install them unchanged in other parts of the world. Management styles differ in different cultures and PSM systems must be designed to respect th> )se differences. 

Management style or philosophy Organizational structure or reporting relationships Company and union relationship Shift regimes... 

A description of how large academic laboratories are administered, illustrating how different management styles can be successful, has appeared in the literature.114 There is great diversity in laboratory operations in large laboratories, but clearly contact between those who plan the projects, those who have high skills in project operations, and those who execute the more... 

I am the patient type. No, sir, I do not rush into anything. . . well, there are some things, I guess. Anyway, because of Ying Yang s dysfunctional management style (have you ever noticed how many dysfunctional managers there are —gee, they are everywhere. . . too many to count).. . ... 

Each company s management style and safety systems have strengths and weaknesses. These strengths and weakness tend to influence the types and severity of incidents that might occur. An analysis of incident investigation findings in terms of causal factors, immediate causes, contributing causes,... 

Two important definitions are those of quality control and quality assurance. The former relates to operational techniques and activities, whereas the latter ensures that systematic actions are in place which enable confidence that the results meet the required level of quality, such as accuracy and precision. The concept of total quality control extends to areas such as management style and reduction of waste. 

Outer-directed and inner-directed management styles ... 

Another way of looking at how new working relationships evolve has been suggested by David Keirsey (1987) in his examination of how temperament affects management style. Some people are assertive or proactive in the way they cast themselves and others into roles others are unassertive and reactive. 

As a result of staff having the opportunity to raise their resentments and disagreements openly, my eyes were opened to another aspect of management style that I had not been consciously aware of to date. I realized that I was always ready to take on full responsibility for everything. As a result, a number of staff were more than happy not to take on their own personal responsibility that goes with their job. I also... 

Common sense advises that you should take your behavioural modifications a step at a time. Do not expect to revolutionize your management style overnight. Comprehensive action plans for change wito dates are likely to be unrealistic. One or two small steps may be realizable. More can come later. 

The examples of self-counselling given in Box 10.8 are all geared to specific diagnoses that would have resulted from completion of a management-style questionnaire. You will have your own diagnoses of your self, for which you will need to devise your own Injunctions and advice to yourself. Usually what you have to do will be self-evident, though... 

A manager believing these things is naturally led to a suspicious, coercive management style, where careful monitoring and punishment are the rule. By contrast, what McGregor calls the theory Y manager believes that people ... 

Woodhull (1997) suggests that identifying your time management style will help you to better know how to use your unscheduled time, or white spaces. She states that workaholics often have no white spaces in their schedules, which is unhealthy. She describes the four basic types of time managers ... 

Now that you have thoroughly analyzed your time management style, preferences, and current use of time, you are ready to move on to the next step of becoming an improved time manager. 

Adopt management styles to suit the environment and culture. 

Insider accounts invariably point to Hollaender s oversized personality and his semiauthoritarian management style when assessing his role as a driving force in creating the EMS. There is little doubt that in this and other scientific ventures in which he was involved, Hollaender s charismatic leadership was a factor that must not be overlooked.3 His social location, professional status, administrative experience, and the subsequent legitimacy he lent to the incipient movement, however, were also critically important. 

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