Old management style for a new organization, or a new management style for a new organization? From one point of view, it depends on the new manager. If this manager is a puppet of the former one, regarding the new organization, logically, they will follow the same style. Nevertheless, a first prudent action would be new manager/s to be informed by both former manager/s and employees of the possible problems of the new organization before their possible necessary changes towards its further progress. In any case, reasoning combined with mutual collaboration is a must to push for possible organizational change.

Old management style for a new organization, or a new management style for a new organization? From one point of view, it depends on the new manager. If this manager is a puppet of the former one, regarding the new organization, logically, they will follow the same style. Nevertheless, a first prudent action would be new manager/s to be informed by both former manager/s and employees of the possible problems of the new organization before their possible necessary changes towards its further progress. In any case, reasoning combined with mutual collaboration is a must to push for possible organizational change.

Respected point of views dear colleague

thanks for shared such valued thoughts

Dear Salam Jassim Hmood Thank you for sharing this important question. In my opinion, a new management style does not always fit a new company, and often old styles serve new organizations very well. The analysis of the manager and the environment surrounding the company help to define, often, the best management sheet! Greetings.

A new organization can not even be managed in the old style.

Its not about old style or new style but I believe that organisations are formed by the people, for the people and in the interest of the people.Its all about people /human management. So , Human behaviour has to be understood first and then the management style should be adapted according to the nature or functionality of the organisation. Since human nature is complex and individualistic, the optimum or best mix of proven styles of management whether old or new, should be used for the efficient and effective functioning of the organisation.

In this changing world, business models do not escape change and companies have to adopt new models to survive. New models, such as platforms instead of pipe line industries, force the development of new ways of managing. The digital world is generating more information, in less time and at less cost. The Bigdata and Analytics applications are definitely changing the way we manage.

Interesting contributions dear colleagues

Thanks

It depends a lot on how the new organization is different from the old organization. If the difference is not much (example old wine in a new bottle) then stay with the original management style because it worked before. If the new management brings in new personnel and has a diffrent style of management and beliefs then one has to put a plan to tranistion from the old style management to the new one. An example would be the case where company B which owns so many other companies takes over company A which had the old style management to begin with.

Curious question. Part of deciding on whether to take a job with an organization should be fit. It is definitely a part of screening for most employers and ideally it should be the same for candidates looking for their next opportunity. We could avoid a lot of grief in organizations, if we improved hiring practices.

Resistance is a part of organizational life. My own experience is that accountability, coaching and consistency will usually do the trick.

Interesting question...but a review of management style covers a very wide continuum spectrum of the "mafia boss" style to the middle ground of "people oriented" to the holistic view of "holier than thou forgiveness, in the beliefs that people makes mistake and they can improve" , all these factored into by the degree of maturity & capabilities of the organizational resources and the leadership traits of "power base & power cliques, personification of self, political ambitions" so what is "appropriate" and NOT best is within the context and content of the organizational resources and people.

We measure management and organizational maturity - not management 'style' because mixed styles do not create the best performing organizations - matching the managers to the right organizational maturity level is one answer to your question. https://www.hrmaturity.com/if-whole-system-management-wsm-is-the-answer-what-was-the-question/

Dear Salam:

Your question is very interesting but is also quite broad. I would say that it´s a discussion born with Taylor, following his proposal of a "one best way" for managing.

Management follows the situational hypothesis, that is to say that the best way of managing a company, new, old or anything, is according to the environment and problems it faces. It´s not the same to run a SME or to run IBM, it´s not the same a company in Uruguay than a company in Japan.

As a general rule, as Majula said, you should analyze the people in the new organization to see which way of managing fits best. Then you should analyze the industry , the technology and the country where it is. Afterwards, you should see which of the formulas you have you think will work better, the old one or the one you must create.

Hope it helps.

Best regards

Gustavo Concari

Dear Salam,

I support the opinion of Narciso Armestar. Modern companies need to work in a context of constant change, to adopt the idea of dynamics and not to rely on yesterday's logic. Start-up companies are becoming more creative and innovative, and this requires the application of new management styles and approaches. Innovation and their management are becoming an essential part of the vision and strategy of the organization that wants to maintain and increase its competitiveness, as well as to provide a certain degree of sustainability to the "edge of chaos". The above requires a change in corporate culture. Leadership in modern organization must also be redefined. Leadership needs to be much more flexible to anticipate and respond to trends arising from the surrounding environment, focus on the strategic focus, the ability to create and communicate the vision, teamwork. Leaders must be oriented towards continuous innovation - in processes, in production, in management, in everything related to the organization's ability to compete successfully.

Regards,

Yanica

I agree with Yanica Dimitrova .

a new management style for a new organization

I think management style always shold be chosen and adjusted based on evidence from actual context. Continually mapping levels of different styles in the organization, and their impacts on the employees and the customers, is very useful. Different management styles have different effects - and different effects support the strategies of the organization in different ways: One question could be whether the main focus of the strategy is on inner funcionality or word of mouth (external attractiveness).

It's a myth that there are "new management styles." People have interrelated for millennia. The principles of human relationships have been known and understood for as long as people have worked together.

Let's take a look at "new theories" -- matrix organizations, high-performance work systems, and self-managing work teams. They have all been addressed in the past. For example, Mary Parker Follett addressed the importance of "power with" rather than "power over" people a century ago.

Moses established organizational subdivisions with leaders assigned at multiple levels of the Children of Israel. Great minds built the pyramids and the Great Wall of China using principles of engineering and efficiency that boggle modern minds.

Because we give interpersonal relationships a "new label" does not mean that the ideas have not been applied decades before the new term was assigned to the concept.

Our ability to access knowledge may have increased -- but our relationships with people are pretty much as they have been in the past. . . . if we only took the time to adequately inform ourselves.

CC

It's not about new or old. It is always about effectiveness. (Peter Drucker) I think that systemic management can achieve a lot in times of complexity and dynamics.

Do you really been Management? Or do you mean Leadership? There is a big difference and I think a new style of leadership for the 21st century is the most important. Complete this questionnaire and then get the results report FREE for a really good understanding of the difference. http://www.youropinion.co.uk/on_poll/showq40.php?poll=LeadershipPollA

My answer is: The Scientific Systemic Management for both old and new organizations. One of the serious world problems is the remaining behind of management theory and practice to the increasing complexity of political, social, economic and environmental issues that managers should solve them. This grave problem is reported by more and more specialists (See the articles: “Management theory is becoming a compendium of dead ideas” by J.A. Schumpeter, The Economist, Dec 17th 2016, and “The Management Revolution That's Already Happening”, by S. Denning, Forbes, May 30, 2013, “Formerly self-evident truths are being cast aside… A veritable revolution in management is under way” or search for: "Management is obsolete" on Google). If poverty and crises extend almost everywhere, this happens because of still imperfect organization and management. Fortunately, today the complex world problem of obsolete management has a simple solution.This brand new and simple solution I offer to this problem is the fundamentally new concept called “Scientific Systemic Management” (SSM), based on recently discovered law of nature The Universal Law of Organization, graphically represented by The Universal Model of Organization and Management ( See: https://www.libris.ro/scientific-systemic-management-constantin-CMH978-1533-2318-88--p1046798.html p. 18, Figure 1). The concept of SSM has the following four main components: 1) A systemic vision of all things and phenomena; 2) Organization of managed process as an adaptive subsystem, continuously perfectible; 3) Organization of associated management process according to the universal model of organization and management above mentioned; 4) Integration of managed process and associated management process in a single system, specially designed to fulfill the desired objective. Here are the most important benefits of this new business management model: 1. It contains six science-based functions: two for analysis, two for decision-making and two for execution. 2. It describes precisely information flows within the new management system on two informational circuits: the tactical regulation information circuit and the strategic regulation information circuit. These two information circuits are strictly necessary to ensure the flexibility of the management system, its continuous adaptation to the permanent changes of political, economic, social and environmental conditions. 3. It integrates visually into a single, easy-to-remember informational system, all the basic concepts of organizational and managerial process, including the six management functions and the three types of plans: strategic, logistic and tactical, thus ensuring a precise understanding of them, without semantic blurring and interference. 4. It emphasizes the particular importance of the strategic plan (on which largely depends the achievement of pursued objective) and the need for strategic and tactical decisions to be fully consistent with this plan. 5. It allows the redefinition and improvement of all these concepts in the systemic scientific vision, their unification and standardization. (See: https://www.researchgate.net/publication/320387197_Management_Concepts_Unification_and_Standardization_Using_Universal_Law_of_Organization_Scientific_Systemic_Management/stats ) This facilitates communication and understanding between the actors involved in these particularly important activities and creates the conditions strictly necessary to eliminate the dilettantism and the superficiality in decision-making process. For this old problem of global improvement and unification of fundamental management concepts another solution cannot exist, because this unifying model is the graphic representation of a law of nature, and laws of nature are unique and immutable. 6. It explains how the structure of all systems in the universe has been formed on hierarchical levels of complexity: through the bi-univocal special relationship of cause-effect type between the concepts of "organization" and "management". 7. The dense, interconnected information provided by this model is the minimum of basic knowledge required and in most cases sufficient for the design, establishment, organization and successful management of a small business, and therefore they must be easily accessible to all world citizens. 8. This new scientific knowledge allows citizens a much better understanding of political, social and economic reality, the perception of existing complex systems and the design of new systems where they are possible. 9. It fully implements in managers' mind the scientific systemic vision on the concepts of "organization" and "management", including all other complementary concepts with which they make up the so-called “scientific systemic management." 10. Redefinition in the scientific systemic vision of all concepts used in this new management system increases its efficiency and effectiveness to the level required by the current complexity of problems, which are very difficult to solve. The world is on the verge of a profound crisis of a systemic nature that therefore can only be prevented and solved by a scientific systemic management. 11. This new informational model, taken from living systems (with self-organization and self-management) is the scientific logical basis for analyzing and programming of management information systems and the most advanced robots. This scientific approach to concepts is vital for a more efficient organization and management of existing small and medium businesses, for creating of new profitable businesses and generally for problem-solving in complex real life situations. What must be done to prevent many of future failures in these critical activities of organization and management for profit, the reader can find out in the above mentioned book and he will know how to succeed in your business and generally in life. Implementation in all activities of the Scientific Systemic Management is the most important key success factor for any Government in fight to ensure people’s prosperity (See: https://www.youtube.com/watch?v=amTBRpyRw0A ). This solution on the above mentioned world problem is simple, because it is concentrated into a graphical representation, a unique image easy to memorize and use, but which provides exceptionally much old and new information and ideas, particularly useful to solve complex problems and make difficult decisions in business and in life in general.

Dear researcher, in my point of view the question can not be put like this without first saying where the new organization will be born. The management style to be adopted depends, in my view, on the market to which it is inserted, the technology it has, the existing knowledge and the target market for the products / services. Management styles can not be set to be white or black, there are other variables to consider, is my .

Dear António Dos Santos Baptista

I agree with you. I have even made a contribution in this direction and, complementing, we know that the variables are many, besides the diverse environments in which the various management models need to be implemented. Greetings!

Thanks dear colleagues for sharing your vlaued thoughts

According to Nicholas&Stein, (2016) each project is an unique phenomenon. So each organisation needs its own style of leadership. It must not been old or new, but unique, allowing to create value in a concrette company.

The uniqueness of organizations relate to unique of leadership style regardless of project age

new management style for a new organization

Great contributions fro. Great colleagues

Thanks

Whether the traditional or innovative management style is adequate for a specific organization, company, corporation, institution etc. is determined by many factors, both related to the specificity of the functioning of a given entity and its competitive environment. In addition, the determination, vision, mission, strategy and goals that the management of a particular entity has set itself are also important. The president, management board, manager, director etc. may recognize that the implementation of specific goals, missions, strategies etc. in specific conditions of the competitive environment, the pace of technological and other changes in the environment and the specifics of the organization, organizational structure, information flow, organizational culture, employee relations for change, for innovation, for employee participation in the functioning of a company, etc., it may require the use of a traditional or innovative management style, e.g. a style based on increasing employee participation in the process of changing the offer and other aspects of the activity of a particular enterprise.

Best wishes