Is Your Management Style Assisting or Hurting Your Business?

Written by Vishal P. Rao


Many times business owners can have significant differences in management styles that can deterrepparttar growth of bothrepparttar 103094 employees andrepparttar 103095 business.

Employees can have differing needs that require differing methods of management as well. Problems arise whenrepparttar 103096 management style of a business owner does not matchrepparttar 103097 needs ofrepparttar 103098 employees.

There are two basic management styles that are also broken down into more minor categories,repparttar 103099 Autocratic Management Style andrepparttar 103100 Permissive Management Style. An Autocratic Management Style is one in whichrepparttar 103101 business owner makes all decisions unilaterally. In other words,repparttar 103102 business owner isrepparttar 103103 "boss" period and doesn't value input from employees. The business owner's word is law. The Permissive Management Style allows employees to take part in business decisions. A rather considerable degree of autonomy onrepparttar 103104 part of employees is encouraged in this management style.

If a business owner possesses an Autocratic Management Style, andrepparttar 103105 employees and/or type of business would benefit more from a Permissive Management Style, problems will arise, and vice versa.

Management styles may also be "situational", in other words, should be changed depending uponrepparttar 103106 needs and growth ofrepparttar 103107 business, as well asrepparttar 103108 differing situations that may occur.

How then can a business owner know if their overall "approach" or management style is hurting or assisting their business? Easy: Results.

The results ofrepparttar 103109 business, in all facets ofrepparttar 103110 business, will dictate which management style is needed, or if a business owner needs to amend their management style. If a business is doing well financially, if clients are routinely satisfied, if employees are happy, are all indications thatrepparttar 103111 management style ofrepparttar 103112 business owner is appropriate. Discontentment and loss of business would be indicators thatrepparttar 103113 approach is incorrect.

An example of this will explain this principle further:

Karen R. successfully managed her own business for several years. She employed a rather Permissive Management Style, allowingrepparttar 103114 employees plenty of input, with a rather "family style" atmosphere developing. The employees were very much engaged inrepparttar 103115 business and consideredrepparttar 103116 business "their own" as well, leading to much devotion on their parts.

However, asrepparttar 103117 business grew, so didrepparttar 103118 demands ofrepparttar 103119 clients. It became imperative for Karen R. to change her management style torepparttar 103120 Authoritative Management Style, as she needed to quickly enforce parameters, and complete projects. There simply was no time for discussion amongrepparttar 103121 employees, and no time for multiple approaches to each project.

Top 6 Business Success Strategies

Written by Yolanda A. Facio


"The principal purpose of business is to create a customer." - Peter Drucker

Creating a loyal and respectful relationship with a potential customer buildsrepparttar basis for all other areas of business success.

Simply stated, without customers, our businesses would all fail.

A satisfied customer is a customer who provides a continual income stream and refers others.

Business success starts withrepparttar 103093 customer. The following six strategies outlinerepparttar 103094 best and most effective business success practices.

1.Customer Service. Typically 68% of a business' customers leave or go elsewhere for products and services because they feel they are under appreciated or unimportant.

The perception a customer has of his/her value to a business plays a very large role in whether or notrepparttar 103095 customer returns.

What can you do to improve on that statistic? Smile, ask questions, be friendly and say "Thank You".

Customer service is a seriously neglected facet of most businesses. As an owner you must setrepparttar 103096 example for your employees.

No one can do this for you. You can't pay an outside consultant to smile for you. If you aren't sure where to start, then pick up a copy of "How to Win Friends and Influence People" by Dale Carnegie.

2.Existing customers. Another neglected area in most businesses isrepparttar 103097 act of communicating with existing customers. I can't rememberrepparttar 103098 last time a business I frequented sent me a coupon or note or anything for that matter.

Keeping in contact with customers does not have to be an extensive and time-consuming endeavor. A monthly newsletter, a quarterly coupon mailing or a special occasion or holiday is sufficient. The idea here is not to sell them something but to simply remind them that you exist and value their business.

3.Referrals. If you are not offering an incentive to your existing customers to refer new customers to you, you are missing out on a huge profit center.

Referral coupons are one way of enticing customers to refer. If a coupon makes it back to you with a new customer, thenrepparttar 103099 referring customer gets a "spiff". A "spiff" can be a discount coupon, movie tickets, or a free item, anything that shows value.

It is important, however, forrepparttar 103100 "spiff" to be something of perceived value torepparttar 103101 referrer. Cheesy doesn't work. The referrer needs to be excited or grateful forrepparttar 103102 "spiff".

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