Algirdas Makarevicius. Management Philosophy
My Management Philosophy
Each manager must follow a set of principles and values that make up their management philosophy.
I view management as an essential and meaningful activity that encompasses the interweaving functions of creating group values and beliefs, planning and setting objectives, and controlling and guiding. It focuses on an organization's policies, ethics, resources, and both short-term and long-term goals.
There are many different management styles: strategic, authoritative, results-based, democratic, charismatic, laissez-faire, and others. I consistently applied multiple management styles whenever I assumed a management position. I used a combination of styles, as flexibility and adaptation to the workplace environment are crucial. Therefore, I always reflect on how much I should implement certain features of a particular management style.
If I choose a strategic management style, I need to focus on the bigger picture and the long-term success of the business I manage. I will allow my assistants to supervise most of their daily duties.
Democratic managers try to involve their staff in important decisions. If I choose this management style, I show my team that I trust and respect their participation and input. Organizations with well-qualified professionals who are motivated to perform their duties and achieve the best possible results can successfully implement this style.
In a chaotic workplace that requires organization and improvement, an authoritative management style can prove beneficial. Sometimes employees relax too much and need disciplinary action. Such a workplace requires strong direction; some structural changes must be implemented. While a democratic management style has many advantages, sometimes the situation calls for a ‘dictator.’ However, an authoritative management style does not necessarily mean the manager must be impolite, offensive, or rude. The manager can politely explain what to prepare, how to address it, or how to organize it with a pleasant smile, ‘please,’ ‘thank you,’ and similar polite words and expressions.
Many companies adopt a results-based management style that closely relates to charismatic management. For them, only efficiency matters. The manager is not concerned with how things get done, as long as they are done well and quickly. If a staff member comes up with a better way of doing things, the manager may save time by creating new rules and methods.
Example-setting management can also be very efficient. I have observed that in colleges and universities, it is crucial to set a consistent example of the work standards I expect from faculty and students. As an example-setting manager, I set the standard by demonstrating best practices through my actions. As Head of the Languages Center at the Middle East College in Muscat, Oman, I conceptualized, designed, and integrated the Foundation English program into the college curriculum. When implemented, it was highly effective: the faculty felt inspired by my work and actively participated in preparing course materials, including course plans, coursebooks, and textbooks. The Languages Center had twenty-four teachers at the time.
Laissez-faire management is a controversial management style in which a manager lets staff make their own judgments and decisions. Researchers have found that this management style leads to the lowest productivity among group members. However, like others, it can sometimes offer benefits. For example, if a particular job requires a lot of creativity and a group of experts is highly motivated and skilled, the results can be excellent. It can increase innovation and creativity by giving expert staff autonomy.
Another controversial management style is micromanagement, in which a manager closely observes and excessively controls employees' work, restricting workplace freedom. Micromanagement is characterized by excessive control and an excessive focus on detail. Micromanagement occurs when a manager tells an assistant what to do and how to do it, even though the assistant was hired for their expertise. The micromanager controls and assesses every step of a business process and never delegates. This management style reduces efficiency and should be avoided. A poor manager is a micromanager who stifles workplace creativity and disrupts beneficial relationships among team members.
In my opinion, an excellent manager provides clear direction and sets a positive example for subordinates. An excellent manager motivates employees to work independently and do their best, leading to high-quality results. Such a manager inspires employees to use their creativity to the maximum.
My favorite managers were influential in decision-making, honest, creative, skilled at critical thinking, and smart and diligent. Management is like art because both require creativity and inspiration.
My Management Experience
I conducted management five times in five different institutions.
1. Vytautas Magnus University, Kaunas, Lithuania
I was appointed the first head of the foreign languages department at a newly established university. I established the Department of Foreign Languages and recruited fifty-five faculty members for the English, German, French, Spanish, and Italian sections.
2. Middle East College, Muscat, Oman
I served as Head of the Languages Center at the Middle East College of Information Technology, Muscat, Oman. I was responsible for conceptualizing, designing, and implementing EFL programs into the college curriculum. The Languages Center had 26 instructors.
3. The University of Nizwa, Nizwa, Oman
Head of the Department of Foreign Languages, College of Arts and Sciences at the University of Nizwa, Oman. The department had 40 teachers. I prepared the Department of Foreign Languages for accreditation. I created new documents in accordance with the Oman Accreditation Council requirements, defined teaching procedures and faculty roles, established the duties of course coordinators, established and approved authorities, and defined the responsibilities of heads of departments, units, and their assistants. I was responsible for preparing and participating in the Quality Teaching Management System Handbook.
4. The Papua New Guinea University of Technology, Lae, PNG
I served as Acting Head of the Department of Language and Communication Studies at the Papua New Guinea University of Technology. I organized the writing and editing of course books and examination papers. The department had 18 faculty members and two secretarial staff members.
5. Elastix Australasia Pty Ltd., Melbourne, Victoria, Australia
International Marketing Manager at Elastix Australasia Pty Ltd., Melbourne, Australia. I was responsible for conducting international marketing, building relationships with customers, agents, and suppliers worldwide, conducting research on internet marketing and corporate image surveys, and participating in the design of the company's website.
Dr. Algirdas Makarevicius
Ph.D., Linguistics
My Management Philosophy
Each manager must follow a set of principles and values that make up their management philosophy.
I view management as an essential and meaningful activity that encompasses the interweaving functions of creating group values and beliefs, planning and setting objectives, and controlling and guiding. It focuses on an organization's policies, ethics, resources, and both short-term and long-term goals.
There are many different management styles: strategic, authoritative, results-based, democratic, charismatic, laissez-faire, and others. I consistently applied multiple management styles whenever I assumed a management position. I used a combination of styles, as flexibility and adaptation to the workplace environment are crucial. Therefore, I always reflect on how much I should implement certain features of a particular management style.
If I choose a strategic management style, I need to focus on the bigger picture and the long-term success of the business I manage. I will allow my assistants to supervise most of their daily duties.
Democratic managers try to involve their staff in important decisions. If I choose this management style, I show my team that I trust and respect their participation and input. Organizations with well-qualified professionals who are motivated to perform their duties and achieve the best possible results can successfully implement this style.
In a chaotic workplace that requires organization and improvement, an authoritative management style can prove beneficial. Sometimes employees relax too much and need disciplinary action. Such a workplace requires strong direction; some structural changes must be implemented. While a democratic management style has many advantages, sometimes the situation calls for a ‘dictator.’ However, an authoritative management style does not necessarily mean the manager must be impolite, offensive, or rude. The manager can politely explain what to prepare, how to address it, or how to organize it with a pleasant smile, ‘please,’ ‘thank you,’ and similar polite words and expressions.
Many companies adopt a results-based management style that closely relates to charismatic management. For them, only efficiency matters. The manager is not concerned with how things get done, as long as they are done well and quickly. If a staff member comes up with a better way of doing things, the manager may save time by creating new rules and methods.
Example-setting management can also be very efficient. I have observed that in colleges and universities, it is crucial to set a consistent example of the work standards I expect from faculty and students. As an example-setting manager, I set the standard by demonstrating best practices through my actions. As Head of the Languages Center at the Middle East College in Muscat, Oman, I conceptualized, designed, and integrated the Foundation English program into the college curriculum. When implemented, it was highly effective: the faculty felt inspired by my work and actively participated in preparing course materials, including course plans, coursebooks, and textbooks. The Languages Center had twenty-four teachers at the time.
Laissez-faire management is a controversial management style in which a manager lets staff make their own judgments and decisions. Researchers have found that this management style leads to the lowest productivity among group members. However, like others, it can sometimes offer benefits. For example, if a particular job requires a lot of creativity and a group of experts is highly motivated and skilled, the results can be excellent. It can increase innovation and creativity by giving expert staff autonomy.
Another controversial management style is micromanagement, in which a manager closely observes and excessively controls employees' work, restricting workplace freedom. Micromanagement is characterized by excessive control and an excessive focus on detail. Micromanagement occurs when a manager tells an assistant what to do and how to do it, even though the assistant was hired for their expertise. The micromanager controls and assesses every step of a business process and never delegates. This management style reduces efficiency and should be avoided. A poor manager is a micromanager who stifles workplace creativity and disrupts beneficial relationships among team members.
In my opinion, an excellent manager provides clear direction and sets a positive example for subordinates. An excellent manager motivates employees to work independently and do their best, leading to high-quality results. Such a manager inspires employees to use their creativity to the maximum.
My favorite managers were influential in decision-making, honest, creative, skilled at critical thinking, and smart and diligent. Management is like art because both require creativity and inspiration.
My Management Experience
I conducted management five times in five different institutions.
1. Vytautas Magnus University, Kaunas, Lithuania
I was appointed the first head of the foreign languages department at a newly established university. I established the Department of Foreign Languages and recruited fifty-five faculty members for the English, German, French, Spanish, and Italian sections.
2. Middle East College, Muscat, Oman
I served as Head of the Languages Center at the Middle East College of Information Technology, Muscat, Oman. I was responsible for conceptualizing, designing, and implementing EFL programs into the college curriculum. The Languages Center had 26 instructors.
3. The University of Nizwa, Nizwa, Oman
Head of the Department of Foreign Languages, College of Arts and Sciences at the University of Nizwa, Oman. The department had 40 teachers. I prepared the Department of Foreign Languages for accreditation. I created new documents in accordance with the Oman Accreditation Council requirements, defined teaching procedures and faculty roles, established the duties of course coordinators, established and approved authorities, and defined the responsibilities of heads of departments, units, and their assistants. I was responsible for preparing and participating in the Quality Teaching Management System Handbook.
4. The Papua New Guinea University of Technology, Lae, PNG
I served as Acting Head of the Department of Language and Communication Studies at the Papua New Guinea University of Technology. I organized the writing and editing of course books and examination papers. The department had 18 faculty members and two secretarial staff members.
5. Elastix Australasia Pty Ltd., Melbourne, Victoria, Australia
International Marketing Manager at Elastix Australasia Pty Ltd., Melbourne, Australia. I was responsible for conducting international marketing, building relationships with customers, agents, and suppliers worldwide, conducting research on internet marketing and corporate image surveys, and participating in the design of the company's website.
Dr. Algirdas Makarevicius
Ph.D., Linguistics